Apprenticeship Action Plan - Mid-West Regional Skills Forum Submission
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Apprenticeship Action Plan Mid-West Regional Skills Forum Submission Mid-West Regional Skills Forum Submission 1
2
Contents
ContentS Page
Introduction 4
Background 6
Industry Skill needs 7
Submission outline 9
SeCtIon 1
governance and operational Framework for 10
apprenticeships
SeCtIon 2
Funding of 12
apprenticeships
SeCtIon 3
Increasing Participation in 13
apprenticeships
Summary Comments 15
appendix 1 – Case Studies 16
appendix 2 – List of Participating Companies/organisations 22
3
Introduction The Mid-West Regional Skills forum (MWRSF) is part of a national network of nine fora established by the Department of Education and Skills (DES) to foster and develop stronger links between enterprise and education and training providers (ETP). The creation of the MWSRF reflects the strong focus on the skills agenda as part of Government policies such as the National Skills Strategy (2025) and the Regional Enterprise Plans (REPS), which focus on enhancing regional economic growth and increasing job opportunities. The primary activity of the forum is to engage with industry; capture their training needs; inform on existing programme provision and funding supports if applicable; and identify skill gaps. The skills data gathered from employers, together with the surveys completed forms the basis of this submission on the new apprenticeship action plan. Apprenticeship learning offers significant potential as a route both for new hires and upskilling of existing talent. The forum actively engages in advancing the promotion and development of apprenticeships as part of the national Generation Apprenticeship strategy. Mid-West apprenticeship activity In 2018 the MWRSF co-hosted with Limerick and Clare Education & Training Board, as part of European Vocational Skills week, the Mid-West Apprenticeship & Traineeship Careers Showcase in the South Court Convention Centre. Close to 2,500 senior cycle students, parents and career changers attended the showcase in 2019. This annual event is now the largest showcase of apprenticeship programmes nationally with participating employers across industry sectors promoting career pathways. In response to feedback from industry, employers and educational providers the MWRSF launched a pilot Mid-West Apprenticeship App to facilitate greater visibility of employers participating in apprenticeship programmes in the region. 4 Apprenticeship Action Plan 2021-2025
This new digital platform provides employers with the opportunity to promote apprentice careers across respective industry sectors at no cost while it also offers future apprentices an overview and visibility of the participating companies in their region or locality. The forum worked closely with the Hospitality Education and Training Centre in participating in the inaugural generation apprenticeship competition in 2018 and also assisted in the development of the commis chef apprenticeship programme currently running in the centre. Other initiatives to actively promote apprenticeship career pathways include the co-hosting with Education and Training Boards of on site industry visits for members of the Institute of Guidance Counsellors throughout the region and across sectors. Mid-West Regional Skills Forum 5 Submission
Background Work based learning or apprenticeships have played an important role in Ireland’s economic development for decades. Significant changes to Ireland’s apprenticeship system came in more recent years with the launch of a National Skills Strategy 2025 and the establishment of a National Apprenticeship Council. The task of the new National Apprenticeship Council was to oversee the expansion of apprenticeship programmes. In addition to the traditional craft-based programmes, other industry sectors were invited to form industry consortia in partnership with education and training providers to develop suitable programmes between 2-4 years in duration to meet current and future skill needs. Sectors such as ICT, Pharma, Logistics, Manufacturing, Retail and Hospitality responded and now offer earn and learn career pathways, albeit with relatively low take up in apprentice numbers. The increase in apprenticeship programmes has been welcome and indeed necessary to meet industry skill needs. However, the absence of greater numbers of companies in particular SME’s and Micro Enterprises employing apprentices has stifled original targets set of 50,000+ apprentices engaged in work-based-learning by 2020. 6 Apprenticeship Action Plan 2021-2025
Industry Skill needs Businesses need people with creative and problem solving skills along with the knowledge to make a positive impact in the workplace. Prior to Covid-19, Industry was already facing into a period of change when it came to future skills needs. Industry 4.0, increased digitalisation and the Internet of Things (IOT) continue to rapidly reshape job roles. Climate change is also now impacting business processes and employees will require upskilling to meet new job tasks arising from changed work practices and employment opportunities in the green economy. Pre Covid-19 a record 2.36 million people were at work according to the CSO quarterly Labour Force Survey (LFS Q4, 2019) with unemployment at 4.6% nationally. The ESRI has forecast that Ireland now faces a challenging period with unemployment rates expected to be as high as 20% and youth unemployment to exceed 50% as we approach the autumn of 2020. Existing data shows that countries with strong dual vocational education and training systems such as Germany have low youth unemployment rates (5.5%) in 2019. Despite the global economic challenges arising from Covid-19, acute skill shortages remain in many industry sectors particularly in STEM with consistent vacancies across ICT, Bio Pharma, Engineering and Med-Tech roles. Mid-West Regional Skills Forum 7 Submission
Snapshot of Vacancies in the Mid West September 2020
250
200
150
100
50
0
Reports published by the Expert Group on Future Skill Needs (EGFSN) also indicate skill shortages,
most notably, in areas such as Construction, ICT and Design. In addition, new technologies as outlined
in the Governments ‘Future Jobs Ireland 2019’ report offer new employment opportunities in Fintech,
Data Analytics and the Green Economy.
Internationally acute skill shortages are influencing companies and their talent acquisition strategies in
recent years. Notable corporate brands including IBM and Amazon have abandoned the necessity of
new hires holding degrees in favour of company designed apprenticeships. Global insurance giant Zurich
adopted a similar talent acquisition approach of earning and learning as a key part of their talent
development strategy.
Closer to home companies, including Regeneron, whose bio processing plant is based in Limerick, are
seeking to hire graduates at level 6 on the national framework of qualifications (NFQ) and facilitate
continued upskilling in the development of a highly skilled workforce.
8 Apprenticeship Action Plan 2021-2025
Submission outline:
The submission format presented aligns with the three main themes and sections as
outlined in the Apprenticeship Action Plan Consultation document to include,
• Governance and Operational Framework,
• Funding of Apprenticeships
• Increasing Apprenticeship Participation.
To facilitate the views of industry and employers the forum undertook a series of
engagement and communication activities that included,
Industry Webinars:
• Limerick for Engineering,
• Limerick for ICT,
• Hospitality Forum
• Freight & Logistics
• Direct employer survey engagement
• On-Line Communications via Regional Skills website, ezine and social
media channels namely LinkedIn and Twitter.
The responses received together with proposed suggestions and proposals have
been summarised across the three principle thematic areas. Industry quotes that
accurately reflect the submissions received are also included to add validity to points
identified. In addition, a number of case profiles outlining the financial challenges have
been included as an appendix.
Mid-West Regional Skills Forum 9
SubmissionSection 1.
governance and operational Framework for
apprenticeships
Issue Identified Suggested Solution
Apprenticeship consortia proposals can only be An open call process should be put in place so that
made once a formal call process is opened which when Industry, together with an education provider,
does not facilitate the agility required to respond to identify a skills need/gap, programmes can be created
new programme development for emerging skill to fill this skills need without the requirement to wait for
needs. a formal call process.
The length of some craft programmes (4 Years) is Possible reconfiguration/compression of training
considered too long and the time period spent off site schedule
where practical training is not required is also not
reflective of learning needs. This is particularly
relevant in the post-COVID learning world.
The period of time spent ‘off the job’ training can be Integrate the ‘off the job’ training with the working week
difficult for employers as they may need to backfill e.g. two days on site, three days off site as this would
positions thus adding to overall costs. negate the need to backfill positions, possible option of
employer providing one day leave similar to Logistics
programme
There is no requirement for an apprentice to remain with Possible financial penalty if apprentice leaves
the employer following their qualification. This can make employment within twelve months of qualification
employers reluctant to hire new apprentices as they
invest up to four years training an apprentice who can
then leave their employment immediately once they are
qualified. This issue was particularly noted amongst the
micro-enterprise and SME sector.
New apprenticeship programmes have been launched Prior to programme sign off there should be
in recent years without sufficient employer engagement evidence-based Industry support and employer
and agreement to hire apprentices resulting in low commitment to employ apprenticeships in identified
numbers applying for these new apprenticeships. This regions where the skills are required, delivery
is clearly evidenced in the low numbers registered should
especially in the non-craft programmes. reflect a strong regional sectoral enterprise base this will
reduce low participation numbers and provide greater
value for public money.
Engagement with Regional Skills Fora should be
required/encouraged as part of all future programme
development
Elongated 10 step process for new apprenticeship Create a more streamlined process to allow for
programme validation is too cumbersome and can faster development and delivery of programmes
stifle the creation of new programmes within a
reasonable time period
10Apprentices are included in staff numbers, Consideration of ‘Apprentice Employee’ status with all
(company head count) albeit not fully productive statutory employment rights but designated as an
until training completed. active trainee/learner and facilitates employer hiring
apprentices without impacting on head count
Mid-West Regional Skills Forum 1
Submission 1Section 1.
governance and operational Framework for apprenticeships
Issue Identified Suggested Solution
Communication regarding off the job phase from the Consideration should be given to moving
ETBs is currently via letter this communication online via email.
Time period of notice given to apprentices for their block Introduction of an online booking system where the
release is too short, in some cases only two weeks’ apprentice would be able to see all available places in
notice is given Education and Training Centres nationally and choose
their own location and date, similar to the NCT Booking
system
Within the Tech industry there is an inability to respond Regarding specific skills needs in the Tech sector,
to rapidly changing skills needs due to the current inter- nationally certified programmes are already
opera- tional framework for developing new available
programmes e.g. ISTQB.org. This would negate the need to develop
new programmes from the ground up which can take too
long in a rapidly changing sector
The Tech Sector in particular has highlighted that in One year apprenticeship programmes with
some instances two year apprenticeships are too pathway options for further upskilling
long
In some instances Craft Apprentices are not Digital Skills should be included as part of off the job
being equipped with the necessary digital skills learning
that are required in the future workplace
Only the workplace mentor can sign off on an Flexibility for mentors to assign assessment sign off to
apprentices’ assessment other colleagues (subject matter experts) who are
qualified, albeit not in the specific trade, but have
significant industry expertise in a particular subject
matter. E.g. computer management systems taught by
a company’s IT manager but are unable to sign off as
they are not the workplace mentor.
More support is needed for workplace mentors The training of the workplace mentor should be
reviewed, while a workbook is provided for this role, it
should be supplemented with access to online
training modules developed by Solas on
Mentoring/Coaching of young people, communication
skills etc.
11
Mid-West Regional Skills Forum Submission Apprenticeship Action Plan 2021-2025
10Section 2.
Funding of apprenticeships
Issue Identified Suggested Solution
The financial and temporal costs of hiring an On and off-the-job apprenticeship salary to be covered
apprentice versus graduate hire is prohibitive by the state for all apprentices aged between 16-25 for
especially for SME’s and Micro Enterprises see 2 years (SME’s & Micro Enterprises)
Appendix 1 (case examples) There is an economic Provision of allowance towards the cost of obtaining
challenge associated with apprenticeships above Level necessary IT hardware provided as part of
6, due to the earning power of individuals, combined programme costs.
with evening/blended study options at significantly
reduced costs to both the employee and employer, see
Appendix 1 (case examples)
No financial differentiation between multinational Improved financial incentives for SME’s and micro
company and a micro enterprise when hiring apprentice. enterprises to hire apprentices.
This does not reflect that these small businesses
account for over 90% of all enterprises.
Non-craft apprenticeships are not as financially Training grant or off the job allowance be made
attractive to employers as pre-2016 craft available for post 2016 programmes for multinational
apprenticeships companies
The increase in National Training Fund levy, through Clawback employer PRSI contributions for all
Employer’s PRSI, is adding a very significant burden apprentices.
to Employers.
Off the job phases incur extra costs for Suggest a travel and subsistence allowance for
apprentices, especially when they are required to apprentices who are required to travel long distances for
travel/rent accommodation for this phase. their off the job phase.
Block release for up to six months on ICT A reduction/integration of off-the-job requirements
programmes is not favoured as the new hire is costing from week blocks to shorter durations with option for
the employer from day one but off site for the first six agreed weekly on the job on-line time periods
months. This issue was particularly raised by SME’s
and Micro Enterprises
“
A company participating in the apprenticeship programme
needs to have suitably qualified personnel to support the
training of the apprentice and as such is investing valuable
resource in the apprentice. In our case, hiring apprentices
will not eliminate the requirement for other positions and so
it is an incremental cost. Therefore the Government
financial support is critical to the feasibility of the
programme.
12 Mid-West Regional Skills Forum SubmissionSection 3.
Increasing Participation in apprenticeships
Issue Identified Suggested Solution
The principal impediment to increasing apprentice Consideration of new digital app similar to existing
numbers is the lack of visibility of participating Mid-West Apprenticeship App to assist potential
employers across the different industry sectors. apprentices in choosing career route and help
Potential apprentices have to search aimlessly to find a employers source new talent
registered apprenticeship employer.
Potential apprentices and influencers (parents,
guidance counsellors) should be able to access and
identify employers either locally or nationally that offer
apprenticeship learning in their chosen sector
Inconsistencies with accessing information within New communication protocols between ETB training
ETB training centres to advise potential apprentices if centres and Post Primary Schools, Intreo offices,
they are referred by a guidance counsellor/Intreo Career Changers on apprenticeship career pathways
officer
There are currently insufficient cross sectoral employer Increased emphasis needs to be placed on digital
and apprentice testimonials on digital platforms platforms on the availability of these programmes
advocating career opportunities, particularly for and the career opportunities available
non-craft programmes
Evidence of issues arising within predominantly family System similar to FE and HE sector that takes into
owned micro enterprises of hired skilled labour without account ‘recognition of prior learning’ (RPL) for those
formal accreditation with industry experience and skills and no accreditation
Option to formalise and provide accreditation to existing
persons in predominantly indigenous Micro Enterprises
who have the practical skills but lack formal
accreditation which will impact on future sustainability
of enterprise without the need to undertake 4-year p
rogramme of learning
Industry awareness of opportunities to establish con- A focused communications campaign to heighten
sortia and design programmes to meet skill needs is awareness that apprenticeship learning is not just for
low, particularly for upskilling existing talent at levels 7- new hires but also for developing existing talent
10 on the NFQ.
Low participation rates among women and those with Due to companies, in particular tech/fintech companies,
disabilities changing their remote working policies during the Covid
pandemic, new avenues have opened for those who
were heretofore locked out of the labour market due to
childcare issues, disabilities etc. Suggest targeted
campaigns to recruit apprentices from this cohort.
General lack of awareness of the opportunities Targeted advertising campaigns after Leaving
available under the Apprenticeship Programme Certificate results, on TV, radio, local and national
media, advertising apprenticeships and directing
audiences to the Apprenticeship website/social media
page.
14 Apprenticeship Action Plan 2021-2025Section 3.
Increasing Participation in apprenticeships
Issue Identified Suggested Solution
According to the most recent Higher Education Creation of Pre-Apprenticeship programmes in
Authority report (February 2019) on progression and collaboration with industry sectors. More one year
completion rates amongst students, 75% of students ‘taster programmes’ to allow learners get an overview
complete their course of study, this drops to 55% of of the different options available at the apprenticeship
students in the Computing sector level. They can then choose to undertake an
apprenticeship in the particular sector that interests
them.
Lack of visibility within the regions reflecting the More regional strategic focused enterprise
industry sectors operating within particular regions roadshows with regional employers to support
various sectors i.e. Construction, ICT, Hospitality, Life
Sciences etc.
Lack of information for employers seeking information Registers should be compiled within Training Centres of
on potential apprentices all those potential future apprentices who contact the
centre expressing an interest in becoming an
apprentice.
“ The big opportunity that I see is for
apprenticeships in non-craft / trade areas. I see a
future need for more
“technician type” roles given the increased level of
technology being deployed and especially with the
evolution of Industry
4.0 & Digitalisation. I really like the “blended learning”
approach but the Government need to heavily subsidise these
programmes to make it attractive to hire apprentices.
Mid-West Regional Skills Forum 13
SubmissionSummary Comments Talent availability is the number one determining factor for employers in choosing where to locate and or expand their operations. In an increasingly globalised environment, talent development and acquisition is the key ingredient for company productivity and competitiveness. In a world of rapidly changing skill needs the apprenticeship learning model is uniquely positioned unlike traditional undergraduate programmes. Apprenticeship learning provides business sectors with a platform to lead in the design and delivery of new programmes, in partnership with an education provider, that accurately reflect their future skill needs. A consistent theme expressed by employers has been the mismatch between graduates’ skills ready capabilities versus practical daily work tasks. The apprenticeship model of learning offers that unique practical on-site experience as part of the programme outline in contrast to the work placements for third level students which can often be inconsistent and unrelated to their area of study. Covid-19 has also disrupted learning methodologies and the provision of online learning and resources is an opportunity to minimise the time periods for apprentice employees to be off site thus making future programmes more attractive and conducive for employers. The overriding concern from employers surveyed in the preparation of this submission centred around additional financial supports. Without assistance being provided to alleviate the financial burden associated with apprenticeships, it is difficult to see the continuing support from employers to participate and hire into the future. Ireland has a strong reputation as having a highly skilled workforce with a priority focus on continued professional development and upskilling. In addition, collaboration between Industry and education providers has been consistently developed through the network of Regional Skills Fora established under the National Skills Strategy 2025. Once published the new five-year apprenticeship action plan will be an integral part of our economic and social development as Ireland recovers from the effects of Covid-19. All those employers who completed the surveys and/or participated in webinars expressed positive sentiments and encouragement towards the apprenticeship model of learning. There is undoubtedly a clear appetite from employers to engage with apprenticeships if the model is both responsive and agile to meet their current and future skills needs. The New Apprenticeship Action Plan presents a significant opportunity to address both skills shortages in key sectors while simultaneously addressing our rising unemployment figures in particular those aged 15-24. If Ireland is to remain competitive, we must create a skills ecosystem that enables talent to develop and flourish. Achieving this will future proof the country and our industrial base in a constantly changing business environment. The new five-year apprenticeship action plan can contribute towards ensuring that future graduates and learners have the required ‘21st century skills’ to make them not just work ready but skills ready. 16 Apprenticeship Action Plan 2021-2025
appendix 1:
Case Study #1:
Company a - 2 year cost of €688,000
(10 apprentice - €555k for 3 @ L7)
o total number of employees: Approx. 1050
o total number of “original” apprentices: 1 (started Sept 2018)
o total number of “new” apprentices: 7
• 3 * Industrial Electrical Engineer (L7) (internal participants - 2016)
- 0 taken on in 2017, 0 planned for 2018
• 7 * Manufacturing Technician (L6) (all external hires)
- 8 additional planned for 2018 (all to be externally hire)
Manufacturing technician apprentice (Level 6):
Displays a cost differential of approx. €19,000 over 2 years (per apprentice) to qualify a
person to be position-ready versus Further Education options pursued via evening or
distance options.
EConoMIC CHAllEnGES (EMPloyER):
example below is per Manufacturing eng (Level 6) apprentice over 2 years:
• Employee salary €24,000
o No shift allowance, as on Days
• Academic fees (€1500 pa): €3,000
• Travel & Accommodation: €0
• Total Approx. €27,000
Note: Equivalent qualification via LIT is €5,750 @ 100% refund
EConoMIC CHAllEnGES (EMPloyEE):
example below is per Manufacturing eng (Level 6) apprentice over 2 years:
• Parking fees: €8 per day * 5 days per week * 30 weeks = €1,200
• More expensive canteen: €10 * 5 days per week * 30 weeks = €1,500
extra cost to the apprentice approx. € 2,700
Note: No parking fees for evening courses. No need for canteen due to short duration.
Mid-West Regional Skills Forum 15
SubmissionIndustrial electrical engineerapprentice(Level 7):
Displays a cost differential of approx. €185,000 over 2 years (per apprentice) to qualify a
person to be position-ready versus Further Education options pursued via evening or
distance options.
EConoMIC CHAllEnGES (EMPloyER):
example below is per Industrial electrical (Level 7) apprentice over 2 years:
• Employee (+ backfill and shift allowance) wages/salaries: €186,000
o €35k + 33% shift allowancep.a. (* 2 Level 6 Techs)
• Academic fees (€2400 pa): €4,800
• Travel & Accommodation: €0
• Total Approx €191,000
Note: Equivalent qualification via LIT is €5,750 @ 100% refund
Polymer Processing (Athlone IT) would add T&A of approx. €9,000
• @ €40 per night, plus company mileage rate
• This would more than offset the cost of a fully qualified Engineer, while leaving the
“potential apprentice” in old role – minimising disruption to business
o While role is difficult to source, €185,000 over 2 years makes it the
moreeconomically feasible option.
EConoMIC CHAllEnGES (EMPloyEE):
example below is per Industrial electrical (Level 7) apprentice over 2 years
• Parking fees: €8 per day * 5 days per week * 30 weeks = €1,200
• More expensive canteen: €10 * 5 days per week * 30 weeks = €1,500
extra cost to the apprentice approx. € 2,700
Note: No parking fees for evening courses. No need for canteen due to short duration.
Mid-West Regional Skills Forum 17
SubmissionCase Study #1: Comparison: Company a with Limerick It are running a Beng in Manufacturing technology (nFQ Levl 7 – Major Award) for 48 Process Technicians (currently Level 6 qualified) for approx. €150,000 over 2 year period (same timeframe as apprenticeship model). this is to meet the skills gap identified by the company and also being addressed by the Level 7 Manufacturing Technician apprenticeship, but at significantly reduced costs. In the above example, there is no need to back-fill colleagues, which is the single biggest finan- cial impact. Summary: For Company a, the economics(above) would encouragedirection of high-potential individu- als to achieve desired qualifications via evening/distance courses rather than apprenticeship model. Concern exists that this will stifle apprenticeship above NFQ Level 6. the issue above does not exist were new headcount is hired; however new-hire apprentices will prove difficult to source for apprenticeships above NFQ Level 6, due to earning potential. 18 Apprentic es hip Ac tion P la n 2021-2025
appendix 1: Case Study #2: Company B We currently have 2 employees participating on the manufacturing technician apprenticeship and we are looking to add two more to the next round in 2018. this new manufacturing technician apprenticeship has allowed us to reward employees who have shown initiative and desire to progress. We currently pay the operator going rate to ensure our people can participate and progress. the costs are much higher than the traditional apprenticeships and future participation will be challenging. as listed below some costs are similar – sign-on fee, laptops, mentoring and cover for off- the-job training, which is covered through full pay so our people can afford to participate. this cost is in the region of €120000, €60000 more than the traditional schemes due to covering participant’s salaries when on off-the-job training. TRADITIonAl APPREnTICESHIP CoSTS PER APPREnTICE • Sign on fee €1500 • accommodation covered for off the job training when required, or travel costs • training allowance covering for the off the job training – no salary cost to the organisation nEW APPREnTICESHIP/ PER APPREnTICE (PA) • Sign on fee €2400 • accommodation costs if required 15x€80 (estimated) €1200 • Salary covering off the job training €5800 CoMMon CoSTS • Salary when on site • equipment/tools/laptops etc. • Mentoring Mid-West Regional Skills Forum 19 Submission
appendix 1:
Case Study #3:
Company C - 2 year cost of €100,000
(8 apprentices)
o total number of employees: 630
o total number of “original” apprentices: 0
o total number of “new” apprentices: 8
• 2 started Sept 2017
• 6 started Jan 2018
• All Manufacturing Technician (Level 6)- Internal applicants
o additional planned for late 2018
Manufacturing technician apprentice (Level 6):
Displays a cost differential of approx. €12,500 over 2 years (per apprentice) to qualify a
person to be position-ready versus Further Education options pursued via evening or
distance options.
Including backfill give negative cost of €40,000 (per apprentice) over 2 years versus FE.
EConoMIC CHAllEnGES (EMPloyER):
example below is per Manufacturing technician (Level 6) apprentice over 2 years:
• Employee (+ backfill & shift allowance): €14,474
o €24k pa + 17% shift allowance (for first 4 weeks)
note: €24k pa + 17% shift allowance(Backfill – see note in Summary)
• Academic fees (€1,500 pa): €3,000
• IT equipment €750
• Travel & Accommodation: €0
total approx. €18,224
Note: Equivalent qualification part time via LIT/GMIT is €5,750
• This would more than offset the cost of a fully qualified Technician, while leaving the “potential
apprentice” in old role – minimising disruption to business
o While role is difficult to source, €103,000 over 2 years makes it the more economically
feasible option.
20 Apprenticeship Action Plan 2021-2025Case Study #3:
EConoMIC CHAllEnGES (EMPloyEE):
example below is per Manufacturing technician apprentice (L6) over 2 years
• Parking fees: €8 per day * 5 days per week * 30 weeks = €1,200
• More expensive canteen: €10 * 5 days per week * 30 weeks = €1,500
o Work canteen is subsidised, plus shift worker not in as often
extra cost to the apprentice approx. € 2,700
Note: No parking fees for evening courses. No need for canteen due to short duration.
level 7 apprenticeships (including Industrial Electrical Engineer) were considered, but excluded
due to the negative cost implications for the business
Summary:
Company C saw the apprenticeship scheme as an opportunity to allow the company to
fill Manufacturing Technician roles that had been hard to fill. It also recognises its high
performing operators by assisting them to further their careers within the company and
as such 6 participants began the apprenticeship in September 2017.
as the apprentices are existing employees, the company is continuing to pay salary
costs, plus 17% shift allowance for the first 4 weeks of block release.In addition, the
educational institutions have specified lap tops are required for each trainee, which
has cost the company an additional €6,000.
We have initially tried not to replace the headcount, but this is resulting in significant
overtime costs, further increasing the cost to the company. If we increase the number
of Level 6 apprentices significantly, this would put additional strain on employees to
meet overtime requirements and potential issues with Working Time directives. For this
reason, a backfill has been included into the costs above.
Mid-West Regional Skills Forum 21
Submissionappendix 2: list of Participating Companies/organisations naMe SeCtoR Aughinish RUSAL Manufacturing Chemstore BioPharma Cliffs of Moher Visitor Experience Tourism Cook Medical MedTech DC Autospares Ltd. Services Design Pro Automation Manufacturing/Engineering Dromoland Castle Hospitality Dunvara Design Construction Fiserv ICT F4 Energy Manufacturing Fundrock Management Financial Services General Motors ICT Gerard Daniel Worldwide Manufacturing Johnson & Johnson MedTech/Manufacturing Kerry Group Agri Food Kostal Manufacturing/Engineering Limerick 2030 Company Property Development Lufthansa Technik Aviation Lufthansa Technik Turbine Engineering Modular Automation Engineering Northern Trust Financial Services 22 Apprenticeship Action Plan 2021-2025
list of Participating Companies/organisations naMe SeCtoR Northern Trust Financial Services O’ Connors Bakery Food Production O’ Dwyer Transport and Warehousing Logistics Panalok Engineering Engineering Radisson Blu Hotel Hospitality Revive Manufacturing Rigney Engineering Engineering Samco Agricultural Manufacturing Ltd. Manufacturing Shannon Coil Springs Manufacturing Shareridge Engineering SPA Transport Logistics South Court Hotel Hospitality Strand Hotel Hospitality Takumi Precision Manufacturing Technopath Distribution Logistics Thormac Manufacturing Transact.com ICT Weener Plastics Manufacturing Willis Steel Manufacturing WP Engine ICT Mid-West Regional Skills Forum 23 Submission
Mid West Regional Skills joeleddin@regionalskills.ie
Forum ManageR @skillsmidwest
Joe Leddin www.regionalskills.i
e
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