Board Performance Report Deck

About this template

A report to the board, not the minutes

Ten slides that management takes into a board meeting. It is not the minutes: minutes record attendance, motions and how each vote went, while this deck explains what the quarter came to, how far that sits from plan, and what the board is being asked to decide. Keep the minutes on their own form. Every number in the file is sample data, and slide 8 says so under the cards: “Figures are sample values. Replace them with your own numbers.”

Results, then the ask

The agenda reads “Quarter actual”, “Risks and approval requests”, “Q3 plan versus actual”, “Key metrics” and “Trend analysis”, and only the first two carry a divider plus a body slide. The order is deliberate — report the quarter, then ask for the decision while the figures are still on screen. To add a reporting-scope slide, a variance detail slide or a cash and debt slide, copy slide 4 (title, one lead line, three bullets) together with its divider at slide 3. A scope slide earns its place: a revenue figure with no period, no consolidation basis and no audit status invites a correction next quarter.

What the board asks first

1. How far from plan, and why. The variance and its cause are read before the absolute number.
2. How long the cash lasts. That is only answerable next to debt maturities.
3. What happened to the last approval. Recover each decision from the previous meeting in one line.
4. What is being decided today. Without an amount and a deadline, the decision slips a quarter.

The third is the one most often missing. One slide on how prior approvals were executed, placed ahead of the results section, keeps the same question from being asked from scratch every quarter.

Attainment sits next to every figure

Slide 4 reads “Revenue KRW 41.2bn · 96% of plan”, “Operating profit KRW 3.8bn · 108% of plan” and “74 new contracts · up 21% YoY”. Absolute value first, attainment second — that pattern is the point. The sample deliberately shows revenue under plan while profit is over it, because the mismatch is exactly what a board wants explained. Amounts stay in won; converting them would change what they say. Mixing standalone and consolidated figures gives one quarter two revenues, so settle on one basis and footnote the other.

Decisions collected on one slide

Slide 6 holds “Renewal talks with one key account delayed”, “Approval sought: KRW 6bn capex” and “Approval sought: KRW 4bn subsidiary raise”. Keeping what is merely reported apart from what needs a vote is the reason this slide exists, so give each request an amount, a deadline and a named executive sponsor. Approval items scattered through a report tend not to be decided that day.

The comparison slide and the cards

Slide 7 puts “Plan” on the left and “Actual” on the right, running revenue, operating profit and new contracts down both columns with attainment shown only on the right: “Revenue KRW 42.9bn” against “Revenue KRW 41.2bn · 96% attained”. Hold the same line order on both sides so the eye reads across. Slide 8 carries 412 / “Quarterly revenue (KRW 100m)”, 96% / “Revenue vs. plan”, 38 / “Operating profit (KRW 100m)” and 284 / “Cash on hand (KRW 100m)”. The unit lives in the label, where 100m means 100 million won, so 412 reads as KRW 41.2bn; edit the parentheses rather than adding a unit to the value. Slide 9 charts operating profit at 4Q25 21, 1Q26 26, 2Q26 31 and 3Q26 38. Putting revenue there would repeat the cards, so keep a different axis such as profit or cash.

Before you table it

• Say whether the figures are provisional or final. Pre-audit numbers have to be labeled as such.
• Give every shortfall a cause and a recovery plan on the same line.
• Check that each approval item carries both an amount and a deadline.
• Make sure a real request appears before the closing line, “Numbers first, then your decision”.