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BAE Systems Letter


  • pg 1
									                          Direct Tel: 01252 383925
                          Direct Fax: 01252 383906
                          eMail: mike.j.turner@baesystems.com

M J Turner CBE
Chief Executive Officer

25 February 2010


As many of you know a key part of the Government’s strategy to improve skills and productivity in
the workplace has been its commitment to improve the number of high quality Apprenticeship
opportunities available to young people. An important element to this strategy has been the
engagement by the Government, under the leadership of Gordon Brown, of business leaders in the
Apprenticeship Ambassadors Network, led by Sir Roy Gardner (Chairman, Compass Group), which
has a remit to help further improve the status and quality of Apprenticeships.

I am writing to you because I have chaired a working group for Roy, looking at the factors which
impact on the numbers of apprentices successfully completing their training. As you will appreciate,
Apprenticeships represent a significant investment and it is critical for the future careers of young
people and the skills capabilities of sponsoring organisations, that as many apprentices as possible
complete their Apprenticeships. With the support of Martin Temple from the Engineering Employers
Federation, Danny Griffiths from Nissan Europe and Stephen Gardner from the Learning & Skills
Council, we have produced the attached list of factors which help create a culture where the
maximum number of apprentices complete their training programmes. We as a team, and Sir Roy,
thought that you might find this summary helpful.

I have no doubt that good Apprenticeships are good for business and I would urge you to
encourage your HR departments to adopt the best practice factors.

If you or your Apprenticeship teams would like to find out more about the Apprenticeship
Ambassadors Network, or wish to share good practice yourself on completion rates, please contact
Richard Hamer in my HR team at richard.hamer@baesystems.com.

Yours sincerely,

Mike Turner
                              APPRENTICESHIP AMBASSADORS NETWORK
                                COMPLETION RATES WORKING GROUP

                                               KEY THEMES

There are a number of ingredients that can help contribute to a high completion rate culture:

    Employers need to provide a supportive workplace environment, where training is seen to be
     valued and where there is good peer support
    Apprenticeships need to be valued at senior management level and throughout the business
    It is important that there is high quality information about the obligations and expectations of
     apprenticeships, both for the young people and their parents, and their employers
    As part of this induction programmes can play a vital role helping the young person be clear about
     their responsibilities as an apprentice, and what support is available if they feel they are having
    There should be a rigorous selection process
    Employers should be made aware of the business benefits of apprenticeship completion and
     encouraged not to take young people off their apprenticeship programmes before all the elements
     are complete
    Employers should keep pay under review to ensure they remain competitive, and that progression
     and achievement at key stages of the apprenticeship programme is recognised
    The quality of the training is critical. Apprentices should be offered high quality placements and
     on-the-job training. The off-the-job training/ technical certificate should be linked directly to the on-
     the-job experience, giving apprentices relevant underpinning knowledge which they can see in
     practice in the workplace. The training itself should be regularly reviewed and feedback provided to
     the young person.
    There should be effective communication and partnership between the key stakeholders
     managing the apprenticeship: training providers, employers, LSC, Connexions etc
    Employers should develop relationships with local schools to ensure good candidates apply
    There should be an early identification of those “at risk” trainees and mechanisms in place to
     follow up recently departed apprentices, ensuring that they are not lost to learning but properly
     directed to appropriate activity
    There should ideally be the opportunity for a permanent position on completion, subject to
     performance, which is clear to the apprentice from an early stage.
    There should be recognition that successful completion of Apprenticeships can often lead on
     to further academic achievement
    There should be a clear outline of possible career paths for successful apprentices

                               REASONS FOR NON-COMPLETION

REASON                                     COMPANY/ORGANISATION
                   BAE SYSTEMS              CENTRE FOR           BRITISH GAS       GERMAN
                                            LABOUR MARKET                          COMPARISON
Dismissed          33% - of which;          17%                  45% (all breach   17%
                     83% poor attendance                         conduct rules)
                     17% underachieving
Entered Further    6%                       7%                   -                 13%
Employed           22%                      16%                  31%               9%
Employed           6%                       28%                  -                  -
same business
No reason          33%                      3%                   24%               12%
given / other
Re-entered         -                        20%                  -                 50%


1.      BAE Systems’ 2006 completion rate is 92%. The above information applies to the 8% non-
2.      The Centre for Labour Market Studies report was produced for the DfES and was also the source for
        the German data. The figures it provided do not add up to 100% and are indicative.
3.      British Gas’ 2006 completion rate is 94%. The above information applies to the 6% non-completing.
4.      Nissan had no leavers from its Maintenance Technician Scheme in 2006 or 2005, but had 20% non-
        completing in 2004, 60% in 2003 and 21% in 2002. It has no data for reasons for non-completion.


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