Siemens Mobility Limited

Siemens Mobility Limited Report following a monitoring visit to a ‘requires improvement’ provider

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Name of lead inspector: Nikki Brady, His Majesty’s Inspector

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Type of provider: Independent learning provider

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Address: NTAR Unit 5 Heathfield Way Northampton NN5 7QP Monitoring visit: Siemens Mobility Limited, 25 and 26 March 2025

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Context and focus of visit

Siemens Mobility Limited was inspected in March 2024. At that time, inspectors judged the overall effectiveness of the provision to require improvement.

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Context and focus of visit

The focus of this monitoring visit was to evaluate the progress that leaders and managers have made in resolving the main areas for improvement identified at the previous inspection.

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Context and focus of visit

Historically, Siemens Mobility Limited has subcontracted a significant proportion of its apprenticeships. At the previous inspection, senior leaders had already made a strategic decision to stop working with subcontractors. At the time of the monitoring visit, they worked with seven subcontractors.

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Significant progress

Following the previous inspection, leaders acted swiftly to reduce the number of apprentices who exceeded their planned end dates. As a result of their highly effective actions, the proportion of apprentices who have passed their end dates has significantly reduced. At the time of the monitoring visit, only a very small number of apprentices remained past their expected completion date by more than 90 days. All apprentices have completed their learning and are awaiting final assessment.

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Significant progress

Leaders quickly enhanced their monitoring and data reporting systems. They implemented a very effective data reporting dashboard. This significantly strengthens leaders’ oversight and risk management, enabling them to identify and resolve issues quickly. Leaders have an excellent understanding of the progress that apprentices make.

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Significant progress

Leaders and managers now have a forensic approach to monitoring the progress of apprentices. They carry out frequent checks on apprentices’ work, attendance and training. During weekly meetings, leaders and programme managers scrutinise data to identify apprentices who are not making the expected progress. They implement very effective support plans, including additional workplace visits and one-to-one support sessions, to ensure that apprentices remain on track for timely completion.

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Significant progress

Leaders have significantly improved their communication with employers and subcontractors. Programme managers meet with employers and subcontractors every month to review apprentices’ performance and progress. The enhanced data reporting system has empowered programme managers to ensure subcontractors Monitoring visit: Siemens Mobility Limited, 25 and 26 March 2025 and employers meet their responsibilities. Programme managers establish clear timelines for each apprentice and set high expectations for performance. They actively follow up on targets and deadlines to ensure progress is maintained.

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Significant progress

Leaders have made rapid and sustained progress to improve their oversight and understanding of the quality of training that apprentices receive, including in their subcontracted provision. Leaders now use a range of frequent and purposeful quality improvement meetings to enable them to understand their apprenticeship provision well. They have developed a comprehensive quality improvement plan supported by a useful self-assessment. Leaders use accurate data to make informed and effective decisions.

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Significant progress

Leaders use audits and thorough monthly programme management reviews to manage subcontractors very effectively. Senior leaders successfully drive quality improvements by refining escalation procedures and making sure managers’ interventions are swift and appropriate. They ensure that clear expectations for high performance are met consistently.

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Significant progress

Leaders have successfully strengthened their governance arrangements. They have clearly defined a governance structure and provide targeted governance training. Newly appointed governors have a well-established background in further education. Governors closely scrutinise the quality of education that leaders provide. They provide very effective challenge during frequent meetings. Governors have an excellent understanding of curriculum strengths and weaknesses.

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Significant progress

Leaders have introduced a highly effective quality sub-committee that monitors their apprenticeship courses very closely. Governors and committee members hold leaders to account for apprentices’ outcomes. Consequently, leaders have taken successful action in relation to areas for development identified at the previous inspection.

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Significant progress

Leaders have swiftly improved their oversight of subcontracted provision to ensure that apprentices receive a high standard of support and timely feedback. They have established a rigorous quality process to monitor the feedback provided by subcontractors. Frequent standardisation audits assess the quality of feedback from tutors, and any feedback that does not meet expectations is addressed promptly and effectively. Monitoring visit: Siemens Mobility Limited, 25 and 26 March 2025 Apprentices benefit from feedback that is precise and helpful. Tutors now annotate apprentices’ work thoroughly. They routinely identify spelling and grammatical errors and comment on the professional layout of work. Apprentices’ work improves significantly over time.

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Significant progress

Staff at subcontractors provide clear summative feedback that identifies where apprentices have done well and what they need to do to improve. Apprentices have a comprehensive understanding of their areas for development and how to develop their written work.

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Significant progress

Well-planned tripartite reviews give programme managers, employers and subcontractors a comprehensive overview of apprentices’ support needs.

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Significant progress

Leaders now share core information such as pre-enrolment data, support requirements and initial assessment information with all parties to ensure that high- quality support is provided to apprentices from the start of their course.

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Significant progress

Since the previous inspection, leaders have quickly provided staff with training in relation to special educational needs and/or disabilities (SEND) and introduced the role of special educational needs coordinator. Staff collaborate closely with subcontracting colleagues to ensure that apprentices with SEND needs receive exceptional support and make swift progress.

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Significant progress

Leaders have established a comprehensive and targeted approach to professional development. They provide staff with the necessary support and training to enhance their teaching skills. Tutors and assessors have sufficient opportunity to develop their practice. Recently, assessors have successfully completed their level 3 award in education and training, further enhancing their expertise.

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Significant progress

Leaders place a strong emphasis on staff development, fostering a culture where staff feel valued and supported. Tutors and programme managers appreciate being included in discussions about their professional development. As a result, staff are highly motivated in their roles and continuously develop their teaching skills through the training and support provided.

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Significant progress

Leaders have greatly improved communication and collaboration among staff. Closer collaboration between the certificate, apprenticeships and verification team and the apprentice accounts management and programmes team has had a positive impact on staff performance. Staff have a clear understanding of their roles and the importance of ongoing professional development. Frequent meetings and discussions allow staff to share best practice and address potential issues proactively. Monitoring visit: Siemens Mobility Limited, 25 and 26 March 2025 Staff benefit from useful ‘coffee and compliance’ sessions to develop their knowledge and teaching skills further. For example, staff now have a clearer understanding of the importance of maintaining quality records for apprentices’ off-the-job training. This, in turn, supports apprentices to complete high-quality, off-the-job training and remain up to date with their paperwork.

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Significant progress

Leaders have successfully introduced quarterly ‘growth talks’ to help staff plan and reflect on their professional development. All discussions are recorded in comprehensive development logs. Staff find these sessions valuable as they foster a culture of continuous learning, sharing best practice and collaboration, which enhances the quality of teaching and benefits the apprentices. Monitoring visit: Siemens Mobility Limited, 25 and 26 March 2025 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

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Significant progress

children’s services, and inspects services for children looked after, safeguarding and child protection.

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Significant progress

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