What drives BGL to invest heavily in people with full apprenticeship programs?

It’s been some time since I last highlighted BGL’s apprenticeship program – about five years – but recent developments have given us a compelling reason to revisit it.

Below I will outline how BGLThe commitment to this student initiative aligns with three key trends currently shaping the hospitality industry:

• Many hospitality companies are facing significant challenges Skills shortages and rising labor costs Post-pandemic, amid ongoing inflationary pressures. As a result, these companies experience Higher employee turnover,, Increased labor costs and difficulties in attracting skilled workers. Therefore, apprenticeships are recognised Not only as a social policy initiative, but also as a crucial part of the business strategy.
• Governments, in particular in the United Kingdomimplement adjustments to policies regarding apprenticeships, including Changes to their duration, assessment methods and off-the-job training requirements. These reforms are intended to improve the flexibility and accessibility of apprenticeship programs.
• There is one Significant emphasis on inclusion and social mobilitynecessary to create student programs that are accessible to Individuals from underrepresented and disadvantaged backgrounds. These programs are seen as essential tools for promoting broader participation in the workforce.

BGL: placing people at the center of its growth plans

BGL has Apprenticeship levy has been consistently allocated in recent years to invest in both current and future employees within the organization.

This initiative includes efforts to Improve the skills of Greenkeepers and develop Inclusive management programs.

The group’s comprehensive strategy is designed to make significant progress in promoting diversity and offer Opportunities for local communities.

The investment in apprenticeships illustrates BGL’s increasing commitment to Establishing career paths for young individuals entering the workforce, as well as improving the skills of existing employees to move on to new areas of responsibility.

Since June 2024, BGL successfully promoted 115 employees.

Janice Moore, BGL’s Learning and Development Manager, said:

“The apprenticeship levy remains a useful source for the development of colleagues, with 38 Completed apprenticeships to date, and 31 colleagues currently partially completed through their studies.

The majority of these are in Green Keeping and food and drinksbut it’s exciting that we also have colleagues doing qualifications in subjects such as Payroll, marketing and hospitality management.

In the spring we launched a new development Initiative called ‘Step Up to General Manager’and each participant undertakes a management internship qualification as part of this.

The step-up to the general manager program itself Provides learning in seven areas: People, administration, commercial activities, customer service, finance, health and safety and personal development. We look forward to ours Pilot Cohort to graduate in 2026!