Brighton & Hove Albion

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Governance & Core Values

Governance Structure

The Board

Committees & Roles

Operations & Procedures

Governance Structure & Composition

In order to ensure a robust governance structure within the Club, the Board is supported by a structured executive management framework, which is designed to support delivery of the Club’s long-term strategic and operational objectives. This framework comprises a number of Board sub-committees and three management tiers beneath the Board, as follows:

Know before you go

Board Sub-Committees

There are five Board sub-committees: the Finance, Audit and Risk Committee; the People and Culture, Ethics and Standards Committee; the Commercial, Digital and Marketing Committee; the Infrastructure, IT and Capital Works Committee; and the Office of the Chairman. The precise roles and compositions of these sub-committees are set out by clicking below.

Strategic Leadership Group (“SLG”)

The SLG provides strategic leadership across the Club and supports the Chief Executive and Deputy Chairman in developing strategy and policy for recommendations to the Board. The SLG considers strategic opportunities, organisational development and long-term planning in support of the Club’s “2030 Vision”.

The SLG meets on a monthly basis, and otherwise where needed to discuss particular strategic or policy issues.

Each member of the SLG (as well as the General Counsel) shall be responsible for preparing Board packs that are provided to the Board for information, decision making and oversight, ahead of each Board meeting.

Executive Committee (“ExCo”)

The Executive Committee is responsible for overseeing the effective implementation of the strategy and policies approved by the Board. ExCo coordinates the Club’s operational activity across departments and ensures the effective delivery of the Club’s day-to-day business.

ExCo - led by the Chief Executive and Deputy Chairman – provides strong leadership, taking responsibility for setting and executing the Club’s strategic direction, and is responsible for implementing the strategy and policies approved by the Board.

ExCo acts under the authority delegated by the Board and is accountable to the Board for the performance of the Club, including delivery of strategic objectives, financial sustainability and compliance with regulatory obligations.

Operational Implementation

ExCo is responsible for implementing the Club’s strategic plan and operationalising the Board’s vision through clear operational plans, budgets and performance objectives. It shall monitor performance against agreed key performance indicators and reporting regularly to the Board on progress.

Governance, Risk and Compliance

ExCo is responsible for ensuring effective governance practices are embedded across the Club and maintaining appropriate systems of internal control and risk management (including collective responsibility for risk register review and maintenance). It shall be responsible for ensuring ongoing compliance with all applicable laws, football rules and regulations and any relevant regulatory requirements.

ExCo is responsible for escalating material risks, incidents or compliance concerns to the Board in a timely manner.

Executive Management

ExCo is responsible for overseeing the day-to-day running of the Club, including leadership of all departments and ensuring clear roles and responsibilities and accountability structures. It is responsible for ensuring that decisions are taken in accordance with the Club’s delegated framework.

Financial Management

ExCo is responsible for running the Club in a financially stable manner. The Chief Financial and Administration Officer (who is a member both of SLG and ExCo) is responsible for overseeing financial reporting, financial audits and financial compliance obligations. All members of ExCo are responsible for preparing and managing departmental budgets and financial plans.

Football Operations

The Sporting Director takes primary responsibility for managing player transactions. The Sporting Director works closely with the Legal, Finance and Football Administration departments on transfers, contract renewals and player registrations, ensuring player eligibility and compliance with football regulations.

Matchday and Stadium Operations

ExCo is responsible for ensuring safe and compliant matchday and event operations. Its members oversee logistics, safety and security arrangements and liaising with relevant authorities governing bodies

Stakeholder Engagement

ExCo is responsible for the operational management of stakeholder engagement on an ongoing basis. This may include operational management of the Club’s relationships with its supporters (as to which, see paragraph (j) below), its employees (including players) and local stakeholders, such as residents, businesses and public services (in particular regarding activities that may significantly impact the community).

Commercial Growth

Members of ExCo are responsible for always trying to drive commercial growth and innovation, including via sponsorship, partnerships, technology and matchday revenue. This entails ongoing management of key relationships with sponsors, supporters, football governing bodies, regulators, and media.

People, Culture and Safeguarding

ExCo is responsible for fostering a culture aligned with the Club’s values and ethical standards, and ensuring the Club’s culture is one of respect and collaboration. ExCo shall be responsible for ensuring that the Club’s operations have equality, diversity and inclusion at its heart.

Fan Engagement

The Club recognises the importance of meaningful engagement with its supporters and other key stakeholders. ExCo shall be responsible for:

Maintaining a Fan Advisory Board

Comprised of representatives from supporter groups and key stakeholder communities.
Provides input and feedback on matters affecting supporters, including matchday experience, club policies, and communications.
Meets regularly, with feedback provided to the Board as and when appropriate.

Supporter consultation on strategic matters

Ensuring that supporters have an opportunity to provide input on key decisions where appropriate, particularly those affecting long-term sustainability, fan engagement initiatives, and community programmes.

Transparency and communication

Maintaining regular communication with supporters about key decisions, performance, and regulatory or governance developments affecting the Club.
Ensuring that consultation outcomes and responses are documented and considered in Board and Executive decision-making.

Integration with governance and reporting

ExCo is responsible for ensuring that feedback from the Fan Advisory Board is passed to the Chief Executive and Deputy Chairman in order that it can be integrated into operational and strategic planning, where appropriate.
Relevant members of SLG/ExCo shall ensure that the Board shall receive periodic updates on supporter engagement activities and outcomes.

Business Performance Team (“BPT”)

The Business Performance Team supports ExCo and promotes effective cross-functional collaboration across the Club’s departments. It provides operational insight, facilitates coordination between functions and supports the development of future leadership within the organisation.