Brighton Business Support – What We Do

Grants and Funding

Another school energy efficiency programme STEP (School Turn-Key Energy Programme) is operated as part of the Carbon Trust’s “Action Energy” programme and offers free advice on organising and planning a seminar with a professional speaker, resource packs and comprehensive delegate workbook. This is available for all schools. See the Carbon Trust’s website for more details.

1. Benchmarking
Establishes exactly where a company is and sets the foundation on which to move forward.

2. Strategy
Analyses the company’s medium and long term goals and sets the strategic direction.

3. Capability
Identifies a company’s ability, resources and skills needed to achieve strategic goals.

4. Delivery
The ‘How To’ stage. Actions are completed and set against Stage 1 benchmarks.

What We Do
Business Advice & Support.

“If you run a perfect business in Brighton, then you are the exception! All businesses have challenges, issues and problems that can, if not dealt with, affect performance, profitability or even threaten a company’s survival. Running a  business today is getting more and more complex as increased legislation demands greater awareness, care and skill, and markets become more competitive.”

Examples of the work we do and the online companies we help.

Most MD’s / Owners, if they are honest, have at some time wished for that additional support and expertise that is sometimes lacking in the management team. Brighton and South West Business Partners have access not only to accredited Associates of the Institute for Independent Business but also has its own Associates based in the South West. For companies of all sizes, there are a number of choices available when looking at `business support. Example companies include Vericlean Office Cleaners Ltd also based in Brighton.
South West Business Partners can work on a variety of levels and will be able to advise on the appropriate options according to need.

So, whether the business support is via a Non-Executive Director position, a Partner of Becteck, or a specifically qualified Associate, South West Business Partners has a solution for you.

The Non-Executive Director Role
It is widely recognised that non-executive directors can play a crucial role in improving company performance.

The Cadbury Committee made the following observations:

“Whilst it is the board as a whole which is the final authority, executive and non-executive directors are likely to contribute in different ways to its work. Non-executive directors have two particularly important contributions to make to the governance process as a consequence of their independence from executive responsibility. Neither is in conflict with the unitary nature of the board.

The first is in reviewing the performance of the board and of the executive. Non-executive directors should address this aspect of their responsibilities carefully and should ensure that the chairman is aware of their views. If the chairman is also the chief executive, board members should look to a senior non-executive director, who might be the deputy chairman, as the person to whom they should address any concerns about the combined office of chairman/chief executive and its consequences for the effectiveness of the board. A number of companies have recognised that role and some have done so formally in their Articles.

The second is in taking the lead where potential conflicts of interest arise. An important aspect of effective corporate governance is the recognition that the specific interests of the executive management and the wider interests of the company may at times diverge, for example over takeovers, boardroom succession or directors` pay. Independent non-executive directors, whose interests are less directly affected, are well-placed to help to resolve such situations.”

The Hampel Review, six years later, observed:

“Non-executive directors are normally appointed to the board primarily for their contribution to the development of the company’s strategy. This is clearly right. We have found general acceptance that non-executive directors should have both a strategic and a monitoring function. In addition, and particularly in smaller companies, non-executive directors may contribute valuable expertise not otherwise available to management; or they may act as mentors to relatively inexperienced executives. What matters in every case is that the non-executive directors should command the respect of the executives and should be able to work with them in a cohesive team to further the company`s interests.”

If this sounds of interest then please contact us

Other Resources

The government also offers a business support finder tool.