FMJ Facilities Management magazine providing industry-specific intelligence to FM and property professionals
THE HR DIRECTOR’S VIEW
EILEEN GIRLING,
CROWN WORLDWIDE GROUP REGIONAL HR DIRECTOR EMEA
As someone who has worked across people, learning and organisational development for many years, I’ve seen first-hand the transformative power apprenticeships can have. Yet despite the clear benefits, the level of unspent Apprenticeship Levy funds frustrates me, because it represents thousands of missed opportunities for growth, development and social mobility in sectors like ours.
In the FM and workplace industry, where the skills landscape is shifting faster than ever, we simply cannot afford to let this continue.
When many people think of apprentices, they picture 16- to 18-year-olds taking their first steps into the workplace. However, while entry level apprenticeships remain vital, especially with rising university debt deterring many young people, they are only one part of the story.
At Crown, we have used apprenticeships and the levy to support individuals who didn’t leave school with the qualifications they needed. For example, an apprenticeship course of study in roles like removals porters or warehouse operatives has given people the chance to re-engage with Maths and English while earning and learning. These are real opportunities that change lives, and they directly support the talent pipeline our industry depends on.
One of the most persistent misconceptions about the levy is that it can only be used for new starters, yet some of the most valuable apprenticeships we fund are for existing employees. Through our Aspire Academy, we’ve enabled team leaders, warehouse operatives, drivers, and aspiring managers to gain NVQ level qualifications, fully funded through the levy. I distinctly remember one colleague who started in the warehouse and wanted to become a driver. The apprenticeship not only gave him the formal qualification he needed but opened the door to a new career path altogether. This is the levy at its best: enabling people to grow, progress and contribute more deeply to the organisation.
Another major opportunity lies in shaping new apprenticeship standards through trailblazer groups. We have helped to co-develop the Collections Technician apprenticeship, which now supports entry into a niche area of Fine Art logistics.
The levy isn’t perfect, it’s complex, sometimes bureaucratic and it requires active management, but it is still one of the most effective tools we have for building the workforce of the future. If organisations lack internal expertise, they should partner with others, share resources, or gift unused levy funds to supply chain partners who can put them to good use. This is an excellent way to utilise levy funds which many organisations are unaware of, so it is about raising awareness of how the FM industry can access levy funds in a variety of ways.
We’re paying for it anyway, so the least we can do is make sure it benefits our people, our sector and the next generation entering the world of work.
THE FM SERVICES PROVIDER’S VIEW
KATHRYN DOLAN,
CHIEF PEOPLE OFFICER, MITIE
In facilities management the need for talent spans everything from green energy and digital skills to engineering and technical roles.
FM is evolving at pace, playing a critical role in the UK’s transition to a low-carbon future. With more than 3.5 million non-residential buildings needing retrofit by 2030, the demand for skilled professionals across the built environment is only accelerating. As green technologies, digital tools, data, and automation redefine FM roles, apprenticeships provide the essential talent pipeline we need, developing a workforce ready to deliver at speed and scale. But this can only happen if the skills system evolves alongside the sector’s needs.
The Government’s recent ‘fast track’ apprenticeship reforms are a promising step towards a more agile, accessible skills system. Yet, to truly unleash the potential of apprenticeships, the reforms must go further. FM employers still struggle to unlock the full value of the Growth and Skills Levy, with restrictive rules holding back much-needed training in rapidly developing areas like grid connections, heat pumps and solar technologies. A more flexible, future-ready approach would empower organisations to offer a broader, more relevant range of opportunities for young people, and keep the system aligned with emerging skills demands.
To ensure apprenticeships keep pace with our changing industry, deeper collaboration across FMs, Government, training providers and industry bodies is essential. Strengthening these partnerships will create greater consistency nationwide, speed up the approval of new standards and support sustained investment in high-quality training.
Ultimately, if FM organisations embrace these opportunities, we can open the door for thousands more young people to enter a sector offering variety, stability and long-term progression. By championing apprenticeships and pushing for a more flexible, responsive skills system, we can build a workforce equipped to power the UK’s economic and environmental ambitions for decades to come.
THE CLEANING SECTOR’S VIEW
DELIA CANNINGS,
BRITISH CLEANING COUNCIL DIRECTOR FOR EDUCATION AND TRAINING
Despite the importance of the cleaning and hygiene sector it faces an ongoing challenge in attracting and developing new talent.
Apprenticeships offer a practical solution to the issue of attracting younger recruits by providing structured training, recognised qualifications, and clear career pathways. Fortunately, the industry now has the Level 2 Cleaning Hygiene Operative (CHO) apprenticeship to provide the ideal entry-level qualification for staff in England. More than 200 personnel have signed up to it so far and there is a 70 per cent distinction rate in those who pass, but we need much more buy-in from the industry. The Government monitors take up of apprenticeships, and we do not want to risk losing ours.
Millions of pounds in Levy payments are paid by sector businesses each year offering a huge potential pool of funds for both large firms and SMEs to invest into their workforce via apprenticeships. However, many organisations in the cleaning and hygiene sector are either unaware of the funding available or uncertain how to access it. The industry, training providers and Government must do more to highlight this incredible opportunity.
One of the most important steps is to encourage employers to view apprenticeships as a long-term workforce investment rather than simply an extra administrative burden. The CHO apprenticeship provides structured learning in areas such as infection control, specialist cleaning, chemical and risk management, via either the commercial cleaning or healthcare pathways. By integrating apprentices into operational teams and mentoring them through real-world experience, businesses can develop highly competent professionals who understand industry standards and best practices.
Our sector is often misunderstood as low-skilled work, despite the increasing use of technology, sustainability practices, and specialist equipment. Apprenticeships can help reshape this perception by highlighting the technical knowledge and professional expertise involved in modern cleaning operations. That’s why the British Cleaning Council is promoting success stories of apprentices through the UK Cleaning Career Development Zone, thereby showing how the industry offers genuine long-term career opportunities.
Finally, employers should ensure that apprenticeship pathways include clear progression opportunities. Entry-level apprenticeships could lead to advanced training in areas such as hygiene management, infection prevention or sustainability practices. This will encourage apprentices to remain in the industry and develop specialist expertise that benefits both employers and clients.
