"Eleven years ago, I started out in construction as an apprentice. Apprenticeships were less common then, but the experience set me on a career path from which I haven’t looked back," says Amy Packer, Social Value Manager at Arc Group London. "Six years ago, I joined Arc Group London – at the time, a small but growing construction contractor. To tackle the dual challenges of sector skills shortages and a desire to improve our social value, Arc decided to place apprenticeships at the heart of our growth strategy. Today, Arc has around 100 employees, 26% of whom are apprentices – ranging from school leavers to degree apprentices. For a company our size, that’s a big commitment. But apprenticeships have been good for our people, our business, and the industry. In short, investing in people has paid off.
Construction faces massive skills shortages, especially in trades like roofing, electrical and mechanical engineering – all of which are core to Arc’s business. For us, competing with large contractors on salary and brand recognition is tough. But apprenticeships offer an alternative route. We bring people in, invest in them early and build loyalty. We’ve grown our business and are supporting local communities in the process. Unlike corporates, apprenticeships are not a box-ticking exercise for Arc. We’ve got no statutory requirement to take them on – we do it because it works for us. Each apprentice receives a clear training plan, targets, pay progression, and a mentor (usually me!) who regularly checks in. In a larger company, an apprentice might be one of hundreds.
Even the best mentor in the world cannot comfortably take care of that many people. For us, personalised support is easier to provide. We also pay nearly double the minimum apprenticeship wage – London is expensive, and we want to help people succeed. To me, all this shows how SMEs can stand out in a crowded market. And of course, it works. One of our roofers, for example, joined us as a labourer, completed Level 2 and 3 apprenticeships and is now a supervisor with his ambitions set on site management. As for me, alongside mentoring, I’m currently doing a Level 4 in Sustainability. This kind of progression is what builds a stronger workforce.
There are challenges, too, of course. Not least, apprenticeship funding. Levy transfers, grants, government contributions – it took years to grasp it all. I think this lack of clarity puts many SMEs off. But things are improving. The government is starting to understand that one-size-fits-all policy doesn’t work for SMEs with limited time and resources. Meanwhile, the employment charity Workwhile has been invaluable, linking us to larger organisations so we can access funding. In construction, CITB also funds trade apprenticeships and offers completion grants.
Another challenge has been ensuring staff can mentor effectively. Being a great tradesperson doesn’t automatically equal being a great teacher. We’ve addressed this through training, again with Workwhile, who offer free mentoring programmes to eligible line managers in London who support apprentices from underrepresented backgrounds. Once more, that's great for social value.Recruitment is another challenge. While big players like TfL get thousands of applications for one apprenticeship, we typically see just 10 or 20. To tackle this, we’ve nurtured partnerships with local colleges and schools. Talking directly to students about what we offer increases our visibility, while their institutions are ideally placed to match students to the right apprenticeships. We couldn’t do it without them.
For any SMEs considering apprenticeships – especially in construction – I’d recommend contacting your larger contractors first to see how they approach social value. I’ve found them keen to help – sometimes you just have to make the first move. Also, partner with local colleges – there'll definitely be one within five miles of your office – as that's how you'll find your apprentices. Lastly, don’t treat apprenticeships as an add-on – make them central to your strategy. Yes, it’s work at first, but the returns are worth it.
I wouldn’t change our approach. Apprenticeships have helped us grow and retain talent. Instead of struggling with staff turnover or competing with large contractors for recruits, we’re investing in a sustainable solution. It’s not always easy, but I love my job and every day flies by.
Last year, Arc Group London was awarded Highly Commended Apprentice Employer of the Year at the Mayor of London Adult Learning Awards. For us, this recognition proves that apprenticeships are a genuine differentiator for SMEs. I hope more small organisations will take inspiration from stories like ours and consider giving apprenticeships a try."
Written by
Amy Packer, Social Value Manager at Arc Group London.