Research from Board Intelligence shows that 57% of directors say that they struggle to find key messages in their board papers. They describe it as “like looking for a needle in a haystack.”
The numbers get worse. Only 36% of directors thought their meeting materials added real value in 2024, down from 48% just one year before.
This guide will show you how to create board papers that directors can actually use. You’ll learn what makes good documents work, what to include, and how to avoid the mistakes that waste everyone’s time.
What Are Board Papers and Why They Matter?
Board papers are the documents that directors receive before a meeting to help them prepare. These materials contain all the reports, data, and analysis that directors need to make good decisions for the business.
When the papers work well, they help directors focus on strategy and spot problems early. When they don’t work, directors waste hours trying to find the information they need and meetings become less effective.
The average board pack now exceeds 226 pages. That’s a 30% increase since 2019, and it creates a real problem for directors who need to read and understand everything before the meeting.
The Main Problems with Most Board Papers
Directors across the UK and Europe face the same issues with meeting materials. These problems stop boards from doing their best work.
- Too Much Information
The average board pack for a company with £500 million or more in turnover is 294 pages long. That’s up from 267 pages in 2023.
Directors spend 3-4 hours reading each board pack. When you add committee papers, many directors need two full working days just to read their meeting materials each month.
- Papers Arrive Too Late
About 55% of board members receive their documents less than five working days before meetings. Another 20% rarely or never get the pack on time.
This late delivery makes it nearly impossible for directors to review materials properly and come prepared with good questions.
- Wrong Focus
Most materials focus too much on past operations instead of future strategy. A 2024 survey found that 67% of directors said their briefing papers were too operational at the expense of strategy.
When papers focus on the wrong things, directors get stuck in the weeds instead of thinking about the big picture.
Common Problem | How Often It Happens | Impact on Directors |
Information Overload | 294 pages average | Directors can’t read everything |
Late Delivery | 55% receive papers late | Not enough time to prepare |
Operational Focus | 67% say papers too operational | Miss strategic discussions |
What Should You Include in Board Papers
Good documents contain specific elements that help directors prepare well and make smart decisions. Here’s what to include and why it matters.
- Executive Summary
Every set of board papers should start with a clear executive summary. This summary tells directors what they need to know in just 1-2 pages.
The executive summary should highlight the most important points, flag any major risks, and explain what decisions the board needs to make. When you need guidance on what to include in an executive summary, focus on clarity and brevity.
- Previous Meeting Minutes
Directors need to see what happened at the last meeting. Include approved minutes that show discussions, decisions, and action items from previous sessions.
This helps everyone stay on the same page and track whether actions from past meetings actually got done.
- Financial Reports
Your materials must include current financial statements. Most boards want to see income statements, balance sheets, and cash flow reports.
These reports should highlight exceptions and trends rather than just list raw numbers. Directors need context to understand what the numbers mean for strategy.
- Strategic Updates
This section should take up most of your board papers. Include reports on major projects, market changes, competitive threats, and opportunities.
Focus on forward issues that need board input. The board evaluation process often reveals that directors want more strategic content and less operational detail in their materials.
Essential Element | Purpose | Ideal Length |
Executive Summary | Quick overview of key points | 1-2 pages |
Previous Minutes | Track decisions and actions | 3-5 pages |
Financial Reports | Show current position | 5-10 pages |
Strategic Updates | Enable forward thinking | 15-25 pages |
How to Write Clear Board Papers
The way you write documents matters just as much as what you include. Clear writing helps directors understand complex issues quickly.
- Start with What Matters Most
Begin each section with the main point. Don’t make directors read three pages to find out what you’re trying to say.
Put the recommendation or key insight right at the start. Then provide the supporting details for directors who want to dig deeper.
- Use Simple Language
Avoid jargon and complex sentences in your materials. Write like you’re explaining something to a smart colleague who doesn’t work in your department.
Short sentences work better than long ones. Break up dense information into smaller pieces that directors can absorb quickly.
- Show Data Visually
Numbers in tables and charts are easier to understand than paragraphs full of figures. Use visual tools to show trends, comparisons, and key metrics in your documents.
Make sure every chart has a clear title and labels. Directors should understand what they’re looking at without having to search for an explanation.
- Highlight Risks and Issues
Directors need to know about problems and risks. Don’t bury bad news in the middle of long documents or try to soften it with positive language.
A study from Board Intelligence found that 42% of directors think management isn’t upfront enough about bad news in their briefing materials. Be direct and honest.
Common Mistakes That Make Board Papers Fail
Even experienced people make these mistakes when they create meeting materials. Watch out for these problems.
- Making Papers Too Long
Many teams add more content without taking anything out. This creates papers that are too long for directors to read properly.
In my experience, shorter documents that focus on what matters work much better than comprehensive papers that try to cover everything. Cut out information that directors don’t need for decisions.
- Repeating Information
Don’t put the same information in multiple places. If you have a detailed report in the appendix, don’t also include all that detail in the main paper.
Use summaries in the main sections and point directors to appendices if they want more detail.
- Using Inconsistent Formats
When materials use different formats for different reports, directors waste time figuring out where to find information. Create standard templates for regular reports.
Consistent formats help directors know where to look. They can find the information they need faster and spend more time thinking about what it means.
- Ignoring the Board Agenda
Your documents should match your board meeting agenda exactly. Each agenda item needs corresponding papers that help directors prepare for that discussion.
When the agenda and papers don’t line up, directors get confused about what they’re supposed to review for which part of the meeting.
Mistake | Why It’s a Problem | How to Fix It |
Papers Too Long | Directors can’t read everything | Cut non-essential content |
Repeated Information | Wastes reading time | Use summaries and appendices |
Inconsistent Formats | Directors can’t find information | Create standard templates |
Best Practices for Board Papers Distribution
How and when you distribute materials affects whether directors can use them effectively. Follow these practices to improve your distribution process.
Distribute Papers Early
Send board papers at least 7-10 days before the meeting. This gives directors enough time to read, think, and prepare questions.
Early distribution also allows directors to flag issues or ask for clarification before the meeting. This makes the actual meeting more productive.
Use Secure Digital Tools
Email attachments and printed documents create security risks. Use a secure board portal to distribute materials instead.
Digital board papers are easier to update if something changes. Directors can also access them on any device, which makes review more convenient.
Track What Directors Read
Modern board portals can show you which directors have accessed and read the materials. This information helps you follow up with directors who haven’t reviewed papers yet.
Some boards have a rule that directors must confirm they’ve read documents at least 48 hours before the meeting.
Allow for Updates
Sometimes you need to change materials after you send them out. Make sure your distribution method allows you to send updates and track which version directors have.
Clear version control stops confusion about which papers are current. This matters especially for financial reports or documents with time-sensitive information.
How to Improve Your Board Papers Over Time
Good materials don’t happen by accident. You need a process to review and improve them regularly.
Ask for Director Feedback
The best way to improve documents is to ask directors what works and what doesn’t. Do a quick survey after each meeting to get feedback while it’s fresh.
Ask specific questions about length, clarity, timing, and whether the materials helped them prepare well. When directors see you act on their feedback, they’ll keep giving you honest input.
Measure What Matters
Track metrics about your documents. Measure the average length, how many days before meetings you distribute them, and what percentage of directors access them early.
These numbers help you spot problems and show whether your improvements are working. Share these metrics with the board to show you’re serious about improving board effectiveness.
Review and Revise Templates
Set aside time twice a year to review your templates. Look at what sections directors actually use and which ones they skip.
Remove sections that don’t add value. Add new sections if directors consistently ask for information that isn’t in the current format.
Learn from Others
Attend governance forums and talk to other company secretaries about their materials. You can learn useful ideas from how other organizations structure their papers.
The board effectiveness review process often includes analysis of document quality. Use findings from these reviews to guide your improvements.
Improvement Action | Frequency | Goal |
Director Feedback Survey | After each meeting | Find specific issues |
Track Distribution Metrics | Monthly | Ensure timely delivery |
Template Review | Twice yearly | Remove low-value sections |
Board Papers and Overall Board Effectiveness
The quality of board papers directly affects how well your board performs. Poor papers waste time and lead to weaker decisions.
Research shows that 80% of directors feel their board is “stuck in the weeds” instead of focusing on strategy. This problem often starts with materials that emphasize operational details over strategic issues.
When you improve board papers, you make it easier for directors to focus on what matters most. Better papers support better discussions, which lead to better decisions for your business.
Many companies use board effectiveness reviews services to assess their governance practices. These reviews almost always find opportunities to improve materials as part of improving board effectiveness overall.
Build Better Board Papers with Expert Support
Boardroom Dialogue has over 20 years of experience working with corporate boards across the UK and Europe. We help organizations create board papers and meeting processes that support strategic decisions.
Get a free board governance consultation today to discuss how we can help you build board papers that directors will actually read and use.
Frequently Asked Questions About Board Papers
Here are answers to the most common questions about board papers.
How long should board papers be?
A. Most effective board papers are 50-100 pages total. The key is quality over quantity. Every page should serve a clear purpose and help directors make decisions.
When should board papers be distributed?
Documents should reach directors 7-10 days before the meeting. This gives enough time for thorough review. For complex strategic meetings, 10-14 days works better.
Board papers vs board packs: what’s the difference?
The terms mean the same thing. Board papers” and board packs both refer to the collection of documents directors receive before a meeting.
Who is responsible for creating board papers?
The company secretary usually coordinates preparation. Individual executives and department heads contribute their sections, but the company secretary ensures everything comes together properly and gets distributed on time.
How do I make board papers more strategic?
Cut operational details that management can handle without board input. Focus on decisions the board must make, risks they need to know about, and strategic opportunities that need their guidance. Ask directors which sections help them most and expand those while cutting less useful sections.
