Decisions that documents are “non-relevant” often disappear quietly from view. When those decisions are undocumented, they can become one of the most difficult aspects of a disclosure response to defend later.
In many disclosure processes, the most significant decisions are the least visible. Documents that are disclosed are reviewed, redacted, and delivered. Documents that are deemed non-relevant often disappear quietly from view. This disappearance creates a false sense of safety.
A decision that a document is non-relevant is still a disclosure decision. It determines the scope of what the data subject receives and shapes the narrative of compliance. Yet in many organisations, non-relevance is treated as an absence of decision rather than a decision in its own right.
This creates a silent risk.
Non-relevant determinations are often made early in the process, sometimes rapidly, and frequently without a consistent framework. Reviewers may rely on informal judgement, contextual knowledge, or pragmatic filtering to manage volume. In the moment, this feels necessary and proportionate. The problem arises later, when those decisions are questioned.
When a data subject challenges the completeness of a response, or when the ICO asks how relevance was assessed, organisations are often unable to point to a clear record. They may know that documents were reviewed and excluded in good faith, but without structured records, they cannot easily show how that conclusion was reached.
This is compounded by the fact that relevance is rarely binary. Documents may be partially relevant, contextually relevant, or relevant only in combination with other material. Without a system that allows reviewers to capture nuance, non-relevant decisions tend to collapse into a single, unexamined category.
There is also a tendency to conflate non-relevance with low risk. In practice, non-relevant documents can carry significant risk if their exclusion cannot be justified later. A document that was never disclosed is often more contentious than one that was disclosed with appropriate redaction. The absence of explanation invites suspicion, even where none is warranted.
Informal filtering mechanisms exacerbate this problem. Email inbox rules, folder-level exclusions, keyword searches, and spreadsheet notes may help teams manage workload, but they do not create a durable audit trail. When challenged, organisations are left explaining processes that no longer exist in a verifiable form.
From a governance perspective, this is problematic. Disclosure obligations do not require organisations to disclose everything, but they do require them to be able to explain how decisions were made. Non-relevance is not an escape from accountability; it is an accountability trigger.
Organisations that manage this risk effectively tend to treat non-relevant decisions explicitly. They record them, they associate them with documents, and they preserve the reasoning applied at the time. This does not slow down disclosure. On the contrary, it reduces downstream risk by preventing the need for retrospective justification.
Structured disclosure platforms that allow non-relevant decisions to be recorded alongside review activity change the nature of the exercise. They transform non-relevance from an invisible filter into a documented judgement. This makes the disclosure process more resilient under challenge, without requiring organisations to disclose more than they are obliged to.
Non-relevance is not the absence of a decision. It is a decision that deserves structure.