Tilbury Douglas - apprentice employer case study
We spoke to Maggie Stefaniak, Early Careers Manager at Tilbury Douglas, to find out how apprenticeships have become a central part of their workforce strategy, helping them build capability from within, reduce reliance on agency staff, and develop future leaders who understand the business from day one.
We asked Maggie...
How have apprenticeships supported workforce development, skills growth, or staff retention within your organisation?
Apprenticeships have become a central part of how we grow our own talent. They allow us to bring in individuals at different levels and develop them in line with our business needs, project pipeline and professional pathways.
Apprenticeship programmes support workforce planning by providing a structured route from entry-level through to chartered or senior technical roles. We align apprenticeship standards with our core disciplines, so learning is applied directly to live projects rather than remaining theoretical.
From a retention perspective, apprenticeships foster loyalty and a sense of belonging. Colleagues feel invested in because they are gaining recognised qualifications while earning and contributing. That combination of academic progression and practical experience strengthens engagement and long-term commitment to the organisation.
What motivated your organisation to offer apprenticeships, and why did you choose the University of Salford as your training provider?
Our decision to invest in apprenticeships was rooted in long-term workforce and talent planning and a commitment to creating opportunities. As a construction and engineering business, we are operating in a sector where technical skills are in high demand. Apprenticeships allow us to build capability from within while opening doors to people who may not have followed a traditional university route. It is a practical solution to skills gaps and a meaningful way to support social mobility.
We selected the University of Salford because of its established expertise in the built environment and its close links with industry. The programmes are aligned to real project delivery, not just theory, which means our apprentices can immediately apply their learning in the workplace. We also value the collaborative relationship with the academic team, who understand the pace and pressures of construction and work with us to support our learners effectively.
What are the key benefits apprenticeships bring to your organisation?
Apprenticeship programmes enable us to develop talent in a planned, sustainable way that aligns with our project needs and long-term goals. We can predict which roles we’ll need and prepare in advance. This means we rely less on agency staff, keep projects running smoothly and plan for future leadership. Over time, we build a team of professionals who know our systems, culture and what our clients expect right from the start.
Apprenticeships also boost productivity and performance. Apprentices bring fresh academic knowledge to the team and often introduce new ideas, digital tools, and the latest industry practices. This knowledge sharing benefits both experienced staff and apprentices, creating a workplace where learning is encouraged and valued. The structured nature of apprenticeships also means everyone knows what is expected and can see clear progress.
Apprenticeships help us connect with a wider range of people. By offering real career paths that combine paid work with respected qualifications, we attract people from diverse backgrounds and education levels. This gives us a more diverse team, brings in new ideas and encourages innovation. It also shows our commitment to supporting social mobility and making a positive impact in the communities where we work.
We chose the University of Salford because it has a strong history in the built environment and understands employers' needs. The programmes are designed with industry input and align with the real technical, commercial, and professional challenges of live projects. This means apprentices can use what they learn right away, building their skills and confidence early on. It also helps them work towards professional qualifications, which boosts our reputation with clients and partners.
We also appreciate our partnership with the university. The academic and support teams are easy to reach, practical and quick to respond. They work closely with us to balance work needs with study time. Regular check-ins, reviews and personalised support help apprentices stay on track and feel supported throughout their training.
As a result, apprentices get more than just a qualification. They build a sense of professional identity, learn about ethics, develop leadership skills and gain commercial know-how. For us as an organisation, this means we retain more staff, improve our reputation, build a stronger team, and develop future leaders.
Based on your experience, would you recommend apprenticeships and the University of Salford to other organisations?
Yes, without hesitation.
Our experience with the University of Salford has been positive, particularly in terms of sector expertise and collaborative working. The university understands the pressures of a live construction environment and works with us to ensure apprentices can succeed both academically and professionally.
What advice would you give to organisations considering apprenticeships for the first time?
Don’t be afraid and reach out to experts who can help you identify the roles that require long-term capability and align apprenticeship standards accordingly.
Ensure line managers understand their role in supporting apprentices. The success of any programme depends as much on workplace mentoring as it does on academic delivery.
Finally, treat apprenticeships as a strategic investment rather than a short-term initiative. When embedded properly, they strengthen skills, improve retention and create a pipeline of confident, capable professionals who understand your organisation from the ground up.
