Apprentices help create best companies

When politicians make pledges we can often be forgiven for not believing that constructive action will follow their well-intentioned words. But on one count at least David Cameron appears to be delivering.

This month sees a change in the requirements of companies bidding for government contracts worth over ￡10m – and it’s a change I fully support. Such companies will have to demonstrate a clear commitment to apprenticeships.

This is an area close to my heart and I have written before of the benefits to my businesses that this group of workers is bringing. Their skills, willingness to learn and work ethic never fail to impress me.

So the expectation that all bids for a slice of the government procurement contract pie – worth ￡50 billion a year – must demonstrate that a ‘reasonable proportion’ of their workforce is in an apprenticeship or formal training programme is evidence of Mr Cameron putting his money where his mouth is.

A consultation on the proposed introduction of an apprenticeship levy on businesses ends on October 2. It would most likely come into effect in 2017 and affect large employers and will supplement government funding for more apprenticeships. Before the general election the Conservatives pledged to increase the number of apprenticeships by 30% over this parliament, to three million.

Mr Cameron has said that the greatest asset any employer has is his workforce and that by investing in employees we are investing in in the success and future of our businesses. And his skills minister, Nick Boles, said that for too long UK businesses have failed to invest properly in developing their employees’ skills in order to be able to compete in the global economy.

Nearly 4% of our employees across the 13 companies that make up Brookfield Rose are apprentices and, unlike some firms, we pay them well above the legal minimum and we give them permanent contracts.

Additionally, we have invested very heavily in our training, working with a network of training providers to offer the best apprenticeship programme. Each apprentice has direct access to various mentors within the organisation that they can go to for help, support and guidance and I’d recommend this approach to other employers considering taking on apprentices; it’s certainly paying dividends.

The additional administration burden will move progressively from colleges and training providers to larger businesses, as will the financial contribution, but I am confident that this is something that can be easily managed.

And I agree with the Director General of the British Chambers of Commerce, John Longworth, when he says that a priority needs to be quality rather than merely hitting arbitrary figures and that the ‘conveyor belt’ model is not what businesses want.

But there is work to do to get the message across that apprenticeships are not the poor relation of degrees (in fact, the qualifications gained during an apprenticeship can reach degree level).

Parents need to be given more information in schools about the options available for their teenage children. They need to hear that apprenticeships are not for failed school leavers but offer high quality vocational training and increased employability – without the student loan debt.

We need a joined-up approach from employers, government and education providers to attract and retain the brightest young talent and place apprenticeships on the same footing as full time study.

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