A large logistics company with multiple operating locations is paying the levy and accruing approximately £5400 in their levy account each month. The company has used various internal and external programmes to develop employees and has a Safety and Training Manager with several qualified assessors and trainers embedded in the workforce. They advertise for and employ warehouse operatives, drivers and office staff as needed. There is some culture of up-skilling employees through structured internal development programmes.
The CEO wishes to use the levy to take on apprentice warehouse operatives and drivers as the company is struggling to attract quality employees in those roles.
Following a quick review of the company’s existing structure, its stated business objectives related to employees, and the local labour market intelligence it becomes clear that the best immediate ROI for the levy should be allocated to developing existing employees to better manage a whole organisation learning culture. The company will use future levy funds to employ new apprentices whilst ultimately holding a longer-term aspiration to become an employer provider. A follow up meeting is agreed to create a five-year ELT strategy and associated project plan.