Exertis (UK) Ltd

Further education and skills inspection report

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Overall effectiveness Good

The quality of education Good Behaviour and attitudes Outstanding Personal development Good Leadership and management Good Apprenticeships Good Overall effectiveness at previous inspection Requires improvement

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Information about this provider

Exertis (UK) Limited is a national employer provider with seven sites across the United Kingdom. The training and development team that manages the apprenticeships is based in Burnley, Lancashire. Apprentices are employed across six regions in England. Almost two thirds of apprentices are located at the provider’s site in Burnley and the remainder are employed at sites in the south east, east of England, west midlands, south west and Yorkshire and the Humber.

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Information about this provider

At the time of the inspection, there were 42 apprentices, all of whom were aged over 19 years. Over a half of apprentices study the level 3 team leader or supervisor (team leader) apprenticeship. The rest follow the supply chain warehouse operative (supply chain) apprenticeship at level 2. 22 to 24 January 2025

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What is it like to be a learner with this provider?

Apprentices thoroughly enjoy their apprenticeship, which they describe as empowering and motivational. They appreciate the support that they receive from their line managers and coaches. Apprentices are persistent when challenges arise. They are resilient and remain focused on their apprenticeship. Apprentices are punctual and have high attendance.

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What is it like to be a learner with this provider?

Apprentices are highly committed to their learning. They gain substantial new knowledge and skills that they put into practice in work. Team leader apprentices use what they learn about change management to navigate a period of significant organisational transformation. Almost all team leader and over a half of supply chain apprentices who complete their apprenticeship achieve merit or distinction grades.

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What is it like to be a learner with this provider?

Coaches help apprentices to consider their potential next steps and career pathways. Apprentices know what they need to do to achieve their future ambitions, such as becoming an apprenticeship trainer. They learn about management and leadership training programmes, such as ‘Aspire’ and ‘Lead’. The large majority of apprentices who complete their apprenticeship gain promotion, such as progressing from a buyer to an account manager.

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What is it like to be a learner with this provider?

Apprentices feel safe. They know how to report any concerns that they have. Where apprentices experience bullying or harassment in work, leaders support them sensitively. Leaders deal with the concerns appropriately and put in place suitable resolutions.

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better?

Leaders, managers and apprenticeship governance board members are committed to providing high-quality apprenticeships. They are aspirational for apprentices and staff. Apprentices take part in a wide range of courses and groups beyond their apprenticeship. For example, apprentices who are in the ethnicity employee resource group are allocated mentors, who provide them with greater exposure to key people across the organisation.

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better?

Managers and coaches plan ambitious curriculums that provide apprentices with the skills that they need to carry out their roles successfully. As a result of stakeholder feedback, leaders have introduced a number of enhancements to the curriculums. For example, they invite specialists to monthly training sessions to share their expertise with apprentices. Guest speakers include the chief executive officer, who shares their experience of leadership.

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better?

Coaches carefully consider the sequencing of curriculums, so that apprentices learn the knowledge and skills that they need to be proficient in their roles. Supply chain apprentices build their knowledge of health and safety, data protection, customer service and logistics over time. They understand the importance of abiding by Health and Safety Executive regulations while working in the warehouse. 22 to 24 January 2025

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Apprentices benefit from good-quality training from knowledgeable and experienced staff. Coaches keep up to date with the sectors in which they teach. They work in the warehouse during peak periods and lead key groups across the organisation. Line managers provide apprentices with developmental opportunities while in work, such as chairing data stewards’ meetings and preparing weekly board statistics.

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Coaches use teaching strategies skilfully to enable apprentices to understand new topics. They use questioning effectively to help apprentices to remember more. At the beginning and the end of lessons, coaches revisit what apprentices have learned to consolidate key points or concepts. Line managers appreciate the positive contributions that apprentices make at work, such as leading on substantial projects.

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Leaders have made improvements to the English and mathematics functional skills curriculums. The actions that they have taken mean that the most recently recruited supply chain apprentices are better prepared for their English and mathematics examinations and are making good progress on their apprenticeship. Although coaches work individually with the minority of apprentices who struggle to achieve their English and mathematics qualifications, these apprentices have not completed their apprenticeship on time.

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Apprentices are more confident because of their apprenticeship. Team leader apprentices put themselves forward to host activities, such as benefits roadshows and the weekly team meeting. Apprentices reflect ‘Exertis values’, including the importance of ensuring that everyone has a voice. Coaches encourage apprentices to discuss topics in lessons, such as the death penalty in different countries and the meaning of democracy. Most apprentices are aware of the potential signs associated with radicalisation and extremism.

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Leaders have effective quality assurance processes in place. They use a range of evidence including learning visit outcomes to identify what they do well and what they need to improve. Coaches attend training to improve their teaching practice, such as the feedback that they give to apprentices. Apprentices now benefit from clear feedback that helps them to improve their work and skills. Leaders rightly identify that coaches do not receive specific training to support more effectively the very few apprentices with additional learning needs. They have identified this as an area for improvement.

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Board members bring a wealth of business and operational experience to the apprenticeship board. Leaders provide reports to board members about the quality of education, including current and future curriculum plans. Board members provide scrutiny to leaders and managers about the progress that apprentices are making. Following poor performance, leaders and board members discontinued the level 3 business administration and level 4 sales executive apprenticeships. Leaders have since improved the process for recruiting apprentices and the planning and development of future apprenticeships. 22 to 24 January 2025

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Safeguarding

The arrangements for safeguarding are effective.

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What does the provider need to do to improve?

 Rapidly improve the support that apprentices receive, so that they are well prepared to achieve their English and mathematics qualifications.  Provide coaches with specific training to support apprentices with additional learning needs. 22 to 24 January 2025

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Provider details

Address Technology House Magnesium Way Hapton Burnley BB12 7BF

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Provider details

Date of previous inspection 21 to 23 September 2022

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Provider details

Main subcontractors None 22 to 24 January 2025

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Information about this inspection

The inspection team was assisted by the learning and development manager for apprenticeships, as nominee. Inspectors took account of the provider’s most recent self-assessment report and development plans, and the previous inspection report. The inspection was carried out using the further education and skills inspection handbook and took into account all relevant provision at the provider. Inspectors collected a wide range of evidence to inform judgements including visiting learning sessions, scrutinising learners’ work, seeking the views of learners, staff and other stakeholders, and examining the provider’s documentation and records.

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Inspection team

Alison Cameron Brandwood, lead inspector His Majesty’s Inspector Zoe Ibbotson His Majesty’s Inspector 22 to 24 January 2025

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regulates and inspects to achieve excellence in the care of children and young people, and in education and skills for learners of all ages. It regulates and inspects childcare and children’s social care, and inspects the Children and Family Court Advisory and Support Service (Cafcass), schools, colleges, initial teacher training, further education and skills, adult and community learning, and education and training in prisons and other secure establishments. It assesses council children’s services, and inspects services for children looked after, safeguarding and child protection.

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