Non-executive directors: higher time commitment, better governance

11 February 2026

Authors: Marvin Hennes, Donatas Janulaitis, Maria Michalik, Dionysios Pavlioglou

The European Central Bank (ECB) has published an update of its benchmarking report on how much time non-executive directors commit to their duties at banks under the ECB’s direct supervision. Compared with the report in 2019, non-executive directors (including those holding chair positions) now spend more time on these roles, also owing to stricter suitability checks.

The time commitment of non-executive directors matters because they play a key role in strong bank governance. They oversee management, challenge decisions and help banks manage risks and opportunities. To do this well, they need enough time for their duties.

The ECB’s benchmarking gives banks useful insights. It helps them check if board members dedicate enough time to their roles. It also helps identify non-executive directors with too many roles who are potentially overstretched, which can hinder effective governance.

The benchmarking report uses data from banks’ “fit and proper” applications submitted between the first quarters of 2022 and 2025. The report shows that time commitment has increased across the board. All figures in this article are rounded.

• On average, non-executive directors spend 28 days a year on their roles, up from 22 days in 2019.
• Chairs spend about 64 days a year on their duties, a strong increase from 42 days in 2019.

Despite an overall positive trend, the figures vary widely. For example, non-executive directors report between 10 and 60 days annually, while chairs report a range of 15 to 200 days per year.

Several factors influence the time non-executive directors commit to their roles. For example, the size of the bank matters. Larger banks require more time from their board members. Non-executive directors in banks with total assets over €100 billion spend an average of 53 days per year on their roles, compared with 30 days for those in smaller banks (with total assets below €2 billion). Chairs of larger banks also spend significantly more time on their roles, as they have more responsibilities and more complex tasks (104 days per year), compared with chairs of smaller banks (39 days). The report, however, also identifies pockets of non-executive directors who commit too little time to their positions in banks, raising questions about their ability to fulfil their oversight roles.

Furthermore, non-executive directors serving on committees, such as audit or risk committees, spend more time on their roles, as they need to prepare for, attend and follow up on more meetings. Also in this case, the report identified a number of non-executive directors holding too many positions. An excessive number of roles risks undermining the quality of meeting preparations, board discussions and decision-making.

The ECB will continue to address these issues through its “fit and proper” assessments, where time commitment is a key focus.

Promoting stronger governance

The ECB’s benchmarking is mainly a factual statistical review, but it can also help banks strengthen and standardise their governance practices, creating more of a level playing field. By identifying significant differences in time commitment, supervisors can better target aspects of governance that need attention. In turn, banks can benefit from robust suitability policies which ensure that non-executive directors have the capacity and availability to fulfil their roles effectively. Declared time commitment should also be aligned with the size, complexity and risk profile of each bank.

As the banking landscape continues to evolve, the role of non-executive directors is becoming more and more critical. Rapid advancements in technology, regulatory changes and shifting market dynamics demand well-informed boards that can guide their institutions through uncertainty.

The ECB’s updated report on non-executive directors’ time commitment helps banks promote stronger governance standards. It provides valuable insights by breaking down the declared time commitments by factors such as entity size, number of meetings and committee memberships. Banks are encouraged to reflect on the findings and use them to strengthen their own governance frameworks, ensuring that their boards are well prepared for the challenges ahead.