Board Calendars and Meeting Agendas

Board directors’ responsibilities and workloads continue to expand, driven by heightened stakeholder expectations and increasing business complexity. A majority of directors in a NACD survey reported an expansion in the topics on board agendas (74 percent) and issues that must be monitored as compared to five years ago (73 percent). To navigate these demands effectively, boards must be deliberate about how they allocate their time and attention, starting with carefully designed calendars and meeting agendas.

Annual Calendars

Well-planned annual board calendars serve as a road map for how the board fulfills its responsibilities. They shape meaningful discussions, support informed decisions, and ensure timely consideration of key issues throughout the year. The board has the responsibility of determining which issues warrant its time and focus.

Developing the calendar begins with a clear understanding of the board’s core responsibilities; its legal, regulatory, and governance obligations; and the company’s strategic and emerging priorities. Key recurring areas typically include the following:

• Strategy: Approve long-term strategy and major initiatives (including human capital strategy).
• Risk oversight: Review key risks, monitor compliance matters.
• Financial oversight: Approve the annual budget, review quarterly financials, review audit findings.
• Performance monitoring: Evaluate organizational performance against goals, assess CEO performance.
• Governance: Conduct board evaluations, review governing documents, oversee board and CEO succession planning, and review directors and officials questionnaires.
• Stakeholder engagement: Review public disclosures, monitor shareholder, employee, or community feedback.
• Education: Participate in director education.