The Awards 201633 UK businesses achieved the Princess Royal Training Awards standard in 2016.
Caring Homes Group
The Donkey Sanctuary
A&G Precision & Sons Ltd
Babcock International Group
Bentley Motors Ltd
Dale Power Solutions Ltd
East of England Co-operative
Ginsters Van Sales Company
Hilti GB Limited
Home Instead Senior Care
J. Murphy & Sons Limited
National Museums Northern Ireland
National Star College
Starbucks Coffee Company UK
Transport for London
University of York
Solving skills shortages
Aerospace engineering | 61 employees | Lancashire
An example of how a small company addressed the UK-wide engineering skills shortage through Apprenticeships. Recruited locally, the young people now represent A&G’s specialist skills pipeline – the organisation’s biggest asset for expansion.
Best practice tips from A&G Precision & Sons
Consider ‘off the job training’
Promote from within
‘If in doubt, ask’
Build community and local links
Retail | 1000+ employees | West Yorkshire
This leading British retailer successfully refocused its company’s culture in order to meet changing market requirements and customer needs. By establishing retail academies and targeting training to individuals, Asda has embedded training and development across the organisation.
Best practice tips from Asda Stores Ltd
Planning and communication is essential
Flexibility is required
What gets measured gets done
80% of training was on the shop floor
Financial planning matters
Marine and Technology | 1000+ employees | Argyll and Bute
An example of how a company has tailored a traditional Apprenticeship programme to create a culture change catalyst for the business. Alongside technically qualified employees, the programme has created apprentices to act as change agents and ambassadors.
Best practice tips from Babcock International Group
Go the extra mile
Work with partners
Technology and Manufacturing | 1000+ employees | Hampshire
This global manufacturer is a trailblazer for Apprenticeships – it offers over 20 routes into gaining a qualification. Unemployed young people and school children are just two of the groups with which BAE works, enthusing and educating them about employment opportunities.
Best practice tips from BAE Systems plc
Winning awards helps to showcase success
Go above and beyond
Automotive | 1000+ employees | Cheshire
This luxury car company worked in partnership with a local college and training provider to overhaul its Apprenticeship programme in order to meet a future skills shortage. The programme, which includes an advanced Apprenticeship, ensures that talent is embedded within the company.
Best practice tips from Bentley Motors Ltd
Target diverse audiences
Content must be relevant
See the value
Use expertise from within
Property management | 380 employees | Northumberland
This property management company developed a successful training programme to address the challenges of identified skills gaps and an aging workforce. Their flexible and inclusive approach has made them a respected and recognised employer of choice in the area.
Best practice tips from Bernicia Group
Winning awards makes us an employer of choice
Invest in managers
Go above and beyond
Care provider | 1000+ employees | Essex
An example of how a care home group has trained staff to understand and deal with dementia with dignity. This has resulted in reduced levels of aggression in patients, better relationships with patients’ families and approaches from other agencies and GPs to undertake the training.
Best practice tips from Caring Homes Group
Continuously improve what you do
Make it cost-effective
Enhance your offering
Train the community
Power solution provider | 270 employees | North Yorkshire
An example of how a company undertook succession planning to address the challenges of a remote location and an aging workforce. The resulting Apprenticeship programme is flexible, inclusive and has 100% retention rate – even the CEO is a former apprentice.
Best practice tips from Dale Power Solutions Ltd
Allow for flexibility
‘A’ grades don’t always make a good apprentice
Develop, encourage, reward
Animal Charity | 500 employees | Devon
This organically-grown charity has focused on training as a way to meet its ambitious growth targets. An organisation-wide leadership programme offering tailored diplomas and a staff handbook which doubles as a development review tool are two of the creative ways that the charity is embedding training into its culture.
Best practice tips from The Donkey Sanctuary
Identify your supporters
Bring it back to the strategy
A shoestring approach can work
Retail | 4700 employees | Suffolk
This organisation successfully positioned itself as a dementia-friendly retailer in the region after undertaking community research. Two-thirds of the staff have completed the training which is interactive, activity-based and raises awareness of dementia. The organisation is now seen as a trailblazer advising on national standards for dementia training.
Best practice tips from the East of England Co-operative
Take the time to understand
Make it relevant
Get the language right
Use different learning styles
Telecommunications | 1000+ employees | Hertfordshire
An example of how a telecommunications company trained 358 staff over 8 days following the takeover of 58 stores. This ambitious project, which used creative techniques such as mentoring and buddy systems, led to the new stores outperforming existing stores in their first year of trading.
Telecommunications | 1000+ employees | Hertfordshire
This telecommunications company developed an organisation-wide initiative to improve employee performance when launching new products. The learner-focused training programme has resulted in more confident staff and has exceeded sales targets around product launches.
Distribution | 50-249 employees | Cornwall
An example of how a company changed its culture and created a sustainable business through an organisation-wide initiative. The training which built the right knowledge, skills and behaviours also created a can-do employee approach and has led to reduced staff turnover and increased career progression opportunities.
Information Technology | 14000 employees | Cheshire
As a way to recognise, retain and reward its best technical talent, Fujitsu established a Distinguished Engineer Scheme. Creating powerful cross-disciplinary networks, the scheme has led to long-term economic and reputational benefits such as enhanced performance and reduced attrition rates.
Best practice tips from Fujitsu
Utilise collaborative learning
Recognise your talent
Create innovation for customers
Manufacturing | 0-49 employees | Worcestershire
An example of how a small company invested in all staff offering systematic training and learning to deliver business growth. Through training, this company is leading the curve with technological advances and simultaneously encouraging positive organisational culture and high employee engagement.
Best practice tips from Green Lighting Ltd
Tailored CPD approach
Involve the individual
Construction | 250-999 employees | Greater Manchester
This global company invested in training in order to meet its business growth targets. In 2015 Hilti developed a purpose built training facility and its training programme has yielded impressive results including increased sales effectiveness and reduced ‘time to performance’ timescales.
Facilities management | 42000 employees | Surrey
This global facilities management organisation developed a programme to meet the training needs at Derby Hospital. The i-Suite programme, which includes experiential learning and a ‘buddies’ system, has led to a 10-year contract extension and the system being adopted across the world.
Information Technology | 850 staff | County Antrim
This high-growth IT company has used its dedicated training academy to develop key ‘project readiness’ skills and integrate new employees into the company culture. The training delivered is creative and people-centric and has yielded significant business benefits.
Care provider | 7000 employees | Cheshire
An example of how a care provider has addressed a significant current need through training. As well as providing dementia training to staff, the organisation began to offer shorter courses to clients’ families and community groups with outcomes including business growth and increased client satisfaction.
Best practice tips from Home Instead Senior Care
Not training for training’s sake
Get external support
Technology | 1000+ employees | Greater London
An example of how a global technology company has established a UK Foundation programme to train new hires across student, apprentice and graduate schemes. Trainees are seen as invaluable to the business offering solutions to help IBM stay ahead of its competitors.
Best practice tips from IBM UK Ltd
Train for the real world
Allow a bottom up approach
Use social media
Retail | 1600 employees | Buckinghamshire
This automotive retailer recruited a new sales force to address a skills gap due to the current age of the existing truck sales network. It delivers a 26-week training programme, which includes trainees learning to drive a truck, has doubled its number of female trainees and has had a 78% retention rate since 2011.
Energy | 1000+ employees | Nottinghamshire
National Grid has invested heavily in its three-year Apprenticeship and technician programmes in order to bridge the skills gap due to an aging workforce. In order to build a talent pipeline the company is an active promoter of careers in STEM subjects – trainees visit schools and pupils are regularly offered work placements.
Education | 804 employees | Gloucestershire
This college has embedded training deeply into the organisation and undertakes staff development reviews on a 6-week basis. These light-touch adjustments means that issues can be managed quickly, are less disruptive and allow employees to directly focus on their main priority – the students.
Engineering and Construction | 1000+ employees | Greater London
This company overhauled its training provision following a strategic review resulting in the creation of the Murphy Academy. The academy has full centre status with City & Guilds and ILM meaning that the workforce can be upskilled and certified internally whilst aligning core skills and competencies directly to the business.
Best practice tips from J. Murphy & Sons Limited
Keep it bite-sized
Make it sustainable
Culture, Arts and Leisure | 415 employees | County Down
An example of a visitor attraction which used training as a catalyst for personal and organisational change. NMNI brought training in-house and built the programme around the needs of the employee resulting in increased visitor and employee satisfaction statistics.
Best practice tips from National Museums Northern Ireland
Qualifications are not static
Focus on the individual
Catering | 7000+ employees | Greater London
This global catering company has created alternative career pathways for young people, offering Apprenticeships from level 2 to level 6 (degree level) and delivering a future workforce pipeline. Innovative training is delivered predominantly via technology-based methods to best meet the needs of the young workforce.
Transport | 1000+ employees | Greater London
An example of an organisation which initiated large-scale changes to training delivery following the success of their services during the 2012 Olympic Games. TfL used innovative technology and practical role-plays to gain staff buy in, transform attitudes to learning and roll out a service fit for the future.
Logistics and Manufacturing | 1000+ employees | Oxfordshire
This logistics and manufacturing organisation has made best use of online technologies to train and accredit team leaders. By establishing an online e-coaching system Unipart can train across many sites and has made huge savings. Trained employees are then encouraged to cascade what they have learnt to their wider teams.
Education | 50-259 employees | Greater London
An example of how a school has placed great importance on training with all staff being trained in how to deal with autism. Progression is encouraged with many teaching assistants training to become teachers. The development of a Research Board which employees can feed into also shows how staff can continually input and learn.
Best practice tips from Queensmill School
Tailor the training
Think about learning styles
Technology | 1000+ employees | Northamptonshire
This global technology company needed to refocus employees on a strategic approach to business. They used staff to develop elements of the new leadership programme and encouraged self-discovery and ownership of learning. Outcomes include winning a new £5 million contract and a reduction of staff attrition by 10%.
Best practice tips from Ricoh UK
Listen to your people
Create a sought-after programme
Travel | 9000 employees | Cambridgeshire
An example of a travel organisation which blends on- and off-the job learning to maximise its Apprenticeship training. Apprentices are given the chance to go on a cruise or on a flight so that they can better sell services to their customers. Results have included apprentices performing at 162% productivity compared to non-apprentice sales consultants.
Best practice tips from Thomas Cook UK
Identify roles and responsibilities
Key milestones in place
Be the best you can be
Tourism | 76000 employees | Bedfordshire
An example of how a global tourism organisation has embedded its Apprenticeship programme to provide the talent pipeline for the business. Results include apprentices outperforming non-apprentices and a 95% apprentice retention rate after four years of completing the training.
Best practice tips from TUI Group
Contribute to best practice forums
Talk to policy makers
Support Services | 1000+ employees | West Yorkshire
This council has developed a training programme to equip managers with a set of behaviours and attitudes to deliver services against a backdrop of cuts. There is a real focus on coaching and SMART targets and this has led to time-saving and a positive shift in wider employees’ values and behaviours.
Best practice tips from Wakefield Council
Engage senior leadership
Education | 3900 employees | North Yorkshire
An example of how a university is using leadership training to bring together academics and support staff to address real challenges in the organisation. As well as developing cross-institution working and coaching support, the programme has broken down silo-working, enhancing existing practices in the university.
The Awards Gallery 2016
See all the pictures from the event at St. James’s Palace in November 2016 captured by our photographer Phil Gammon.