Strong governance doesn’t happen by accident; it’s built meticulously, and committees are the unsung heroes of this effort. While great leadership is essential, even the most capable committee chairs cannot succeed without processes that support and amplify their work. Committees, the operational lifeblood of any board, demand deliberate attention to their inner workings if they are to perform at their peak.

Annual board evaluations overlook committees. These evaluations tend to treat them as an afterthought, skimming over their effectiveness with little nuance. Yet committees are where much of the real work happens – shouldn’t they be evaluated as rigorously as the full board? To bring committees into sharper focus, evaluations should include dedicated modules. These should assess critical aspects such as the committee's structure, leadership efficacy, and membership composition. They should examine charters, scrutinise agendas, evaluate meeting materials, and review staff support. This deeper dive will reveal opportunities for improvement that, when acted upon, can transform the committee from a functional unit into a powerhouse of effectiveness.

The agenda is often the spine of committee work, yet it’s frequently uninspired – a rote checklist recycled from meeting to meeting, occasionally dotted with obligatory updates. Such predictability stifles creativity and ignores the evolving needs of governance. A fresh approach is needed, one that invites members and staff to reassess agenda content and structure. What elements appear too frequently and could be revisited less often? What new priorities deserve attention, such as deeper integration of risk oversight in audit committee discussions? It’s important to look at agenda items not just in terms of content but in how they are managed. Assigning suggested time limits ensures efficiency, and clearly defining the objective of each item – whether it’s for decision-making, discussion, or information-sharing – can prevent meetings from meandering.

Beyond the formalities of agendas, committees should carve out time for open-ended dialogue. Roundtable discussions or executive sessions can encourage unstructured yet meaningful conversations, enabling creative problem-solving and stronger collaboration. These moments of openness can bring out the best ideas and reveal perspectives that might otherwise go unheard in a tightly controlled meeting environment.

Minutes, often regarded as mere documentation, are actually a critical governance tool. Unfortunately, they are frequently treated with casual neglect, especially at the committee level. While full-board minutes receive careful attention, committee minutes are mostly drafted in haste, offering little more than skeletal records of motions and approvals. This approach is not adequate and is risky, especially as regulators and investors increasingly want committee records.

Boards need to elevate the quality of committee minutes to match those of the full board. They should reflect the depth of discussion, capturing the deliberations on contentious issues. Supportings should be referenced to provide context, and minutes should align with the records of the full board. Chairs must work closely with those responsible for drafting minutes to achieve these higher standards. Well-crafted minutes do more than just document; they demonstrate the committee’s diligence, enhance transparency, and provide a reliable record of accountability.

The scheduling of committee meetings is another area ripe for reconsideration. The traditional model, where all committees meet concurrently, is increasingly being abandoned. While this approach saves time, it limits directors to serving on just one committee and can stifle cross-committee collaboration. Many large-cap and mid-cap boards are moving away from this concurrent model, embracing more flexible schedules. The advent of virtual meetings has made this shift even more practical, allowing committees to meet at different times without the logistical burden of physical attendance. Spacing out meetings can encourage better communication between committees and provide directors with the opportunity to contribute their expertise across multiple areas.

Governance is an ongoing journey, and committees are at its heart. By addressing their processes – from evaluations to agendas, from minutes to scheduling – you lay the groundwork for committees to excel. When committees function at their best, they elevate the entire board’s effectiveness, driving smarter decisions and ensuring smoother operations.

Strong committees don’t just enhance governance; they embody it. The challenge lies in recognising their potential and refining their processes to match their importance. With purposeful action, committees can transcend the ordinary, becoming engines of insight, oversight, and progress. The work may be detailed and demanding, but the rewards – a well-governed organisation with a board equipped to meet the future – are more than worth the effort.