LARGE FIRMS BENEFIT MOST FROM PRO-ACT

Whilst I have had my suspicions, I had always wondered whether Pro-Act had been geared towards large firms or small firms.

Finally, we have the answer, that to a roundabout reply given by John Griffiths to a written question from David Melding.

According to the Deputy Minister, “a total of £5.7m has been committed to companies in Wales with under 250 employees. This is around 63% of the total companies who have been approved for ProAct and 32% of the funding.”

In other words, 68 per cent of the funding allocated under Pro-Act has gone to companies employing more than 250 people i.e. over £12 million has gone to large firms - most of whom can afford to pay for the training themselves.

Indeed, Corus has received £1.1. million to train workers which it admitted were not under threat of redundancy.

Therefore, large firms in Wales have received over twice as much support as SMEs (small to medium enterprises) under the Assembly’s ‘flagship’ programme against the recession.

Compare this with the £7 million which the Assembly Government decided to pay out to extend rate relief in Wales last September.

So much for supporting the small firm sector in Wales during the recession.

Comments

Anonymous said…

But this is in line with their declared policy Dylan -remember the inverted triangle
Most support to growth and larger firms sme are the at the bottom
So whats changed
Its Davids Rossers buddies get the cash

October 27, 2009 9:26 am

THE IMPORTANCE OF FRANCHISING

When we talk about start-ups and entrepreneurship, rarely do we discuss the potential of franchising not only as a way of establishing new ventures in the economy but also as a method of growing existing businesses. According to the British Franchising Association, franchising is the granting of a licence by one person (the franchisor) to another (the franchisee), which entitles the franchisee to own and operate their own business under the brand, systems and proven business model of the franchisor. The franchisee also receives initial training and ongoing support, comprising all the elements necessary to establish a previously untrained person in the business. This enables individuals to start their own businesses without having to develop their own ideas and utilising an existing brand and established market. Of course, whilst each franchise business is owned and operated by the franchisee, the franchisor controls the quality and standards of the way in which the business is

THE MANUFACTURING STRATEGY FOR WALES

Last night, I received the following comment on the previous post relating to a piece I had written back in early 2007 about the state of the manufacturing sector in Wales. "Dylan, you seem to be ignoring the fact that manufacturers in Wales have written the manufacturing strategy. Small and large manufacturers, all represented at the Manufacturing forum, have co-written this strategy. WAG has recently supported this strategy and have funded a co-ordinator with resources. Manufactures are happy with this progress as they are following the strategy they wanted. I know that the Conservatives have attacked the strategy as they seem to think that WAG wrote the strategy. They couldn't be more wrong. The Manufacturing Strategy was written by manufacturers, for manufacturers and is supported by WAG. If you don't agree with this, then I can invite you to the next Manufacturing Forum and you can explain to the manufacturers how their strategy is wrong....I appreciate that there is

INTRAPRENEURSHIP

Whilst we often consider entrepreneurship to be associated predominantly with new start-ups, larger firms - in order to compete effectively in fast-changing global markets - are adopting more innovative and enterprising approaches to management within their organisations. One of these approaches is the development of entrepreneurship within a corporate environment (or intrapreneurship). Research has shown that intrapreneurship is not easy, and there are considerable differences between an intrapreneurial and a traditional corporate culture, with the latter having an emphasis on a culture and reward system that tends to favour caution in decision-making. For example, large businesses rarely operate on a "gut-feeling" for the market-place, as many entrepreneurs do. Instead, large amounts of data are gathered before any major business decision is made, not only for use in rational business decisions, but also for use as justification if the decision does not produce optimu

PROFESSOR DYLAN JONES-EVANS

Search This Blog