Non-Executive COBs have a smaller time commitment. It is not a necessity for the future board members to have any Non-Executive Director experience, Ability are looking for your operational expertise to advise and work with them to help guide the organisation through its next phase of evolution. In nearly all cases the time commitment from NEDs has substantially increased. The roles of Non-Executive Directors (NEDs) in Ireland have become more complex and onerous over the past three years, according to research published today by the Institute of Directors in Ireland (IoD), with more time being spent preparing for, travelling to and attending board and committee meetings in order to fulfil their roles. Pay often depends on the size of a company. • Fees appear not to have risen in line with time commitment. It is surprising how many NEDs are reactive, placing sole responsibility for time management on the Chairman and otherwise allowing the CEO and executive management to decide which However, feedback from experienced non-executive directors is unanimous in that roles can require more time commitment than you may originally anticipate and as such you should allocate enough time to carry out the role based on this assumption. ... Because of the time commitment and the knowledge that NEDs bring to the table, NEDs are well compensated. It does, however, cover To be effective NEDs need a framework for the best management of their time. If you’d like to know more, why not visit the NED Accelerator Programme course page. Non-Executive COBs often serve as the primary liaison between the board and the CEO and provide additional leadership and guidance. On the whole, remunera-tion has not kept pace with these changes. What time commitment is fair for a Non-Exec Director? In the UK, the Companies Act 2006 defines a director as including any person occupying the position of director, by whatever name called, so there’s no legal distinction between executive directors and non-executive directors. The non-executive director’s role is more visible than ever and involves greater responsibility and time commitment. A non-executive’s details will need to be filed with Companies House in the usual way on Form AP01. They tend not to have a specific strategic or operational oversight role, yet they do lead the board of directors. • Time commitment perceived to have increased and will continue to increase. The range in remuneration for non-executive directors varies widely depending on the role, size of the organisation, sector and industry. Non-Executive COB Role. Non-executive directors (NEDs) play an important role in the corporate governance of modern companies. In many countries, boards have been getting smaller and this has added to the rising demands on directors… A Non Executive Director (NED) serves on a company’s board of directors and works with Executive Directors to improve company performance. • Regulatory changes and economic conditions continue to raise PwC challenges. Non-Executive Directors — Best Practices and Fees Report November 2007 PricewaterhouseCoopers 1 Executive summary This is the first edition of PricewaterhouseCoopers’ (PwC) Non-Executive Directors Best Practice and Fees Report, which focuses on companies listed on the Johannesburg Securities Exchange (JSE). • The role of a non-executive director continues to be challenging. The time required to perform the role is also an important consideration as well as responsibilities, such as membership of a sub-committees of the board. 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