Boardroom Software as an Integral Part of Board Communications

Directors of American companies that conduct rigorous formal assessments of the effectiveness of the board software and its members find this process useful.

A Virtual Data Room Provider and Its Advantages

Firstly, it forces the chairman and members of the board to analyze their work in order to understand what factors contribute to increasing the effectiveness of the board and how they can be measured, i.e. activities of committees, etc.

Secondly, the assessment encourages Board members to think about how they are coping with their strategic objectives, how well decisions are made, what is the company’s relationship with key stakeholders, etc. Assessment is not meaningless action devoid of practical value. It provides a noticeable improvement in the work of the Council as a whole, for which, in fact, it is intended.

Thirdly, Board member assessment finds that it encourages discussion about governance, facilitates the exchange of views among Board members – both verbally and in writing – and draws attention to governance issues that may otherwise have been overlooked by Members.

Such board software is convinced that an authoritative leader who enjoys the confidence of colleagues is necessary to exercise control and participation in the design and implementation of the assessment process. The most suitable candidates are most often considered to be non-management board chairman, board committee chairman, or other respected external members. Alternatively, you can use freelance consultants.

Based on the experience of the Boards of American Companies, which regularly and carefully assess their own effectiveness and the effectiveness of their members, we can conclude that there are no real administrative grounds that prevent Boards from making a meaningful assessment of their activities. This process can be managed based on the risk allocation matrix.

Risk Surveillance Disclosures with the Board Software

Shareholders and stakeholders are demanding more substantive disclosure about the activities and performance of the board of directors. This includes, inter alia, making risk oversight a priority as more companies are faced with such risk events as currency risk, cyberattacks, allegations of wrongdoing, and other issues that affect the company’s reputation and its financial results. In response to such inquiries from shareholders and stakeholders, companies have begun to disclose much more information about how the board oversees risk.

How to complete information about risk supervision with board management software?

  • Make it clear that all board members participate in the discussion of all risks, even if specific committees oversee the risk assessment procedure or oversee specific risks.
  • Describe how the board of directors oversees the key risks. In addition to specifying the committees and the risks they oversee, explain the role of the board of directors as a whole. In some cases, the board of directors holds several meetings throughout the year to discuss specific risks in detail. In other cases, the board of directors discusses each risk in turn at regular meetings.
  • Describe the board’s approach to allocating risk oversight functions. Indicate who assigns these functions: the entire board of directors or a specific committee (for example, an audit committee or a risk committee).
  • Describe the nature and frequency of reporting to the board of directors, including the specific leaders responsible for leading the discussion, which committees receive reports, and whether the entire board receives regular reports.