This week is National Apprenticeship Week, a time to recognise the role apprenticeships play and the employers who invest in making them work well in practice. Alongside celebrating apprentices and their achievements, it is also an opportunity to shine a light on organisations that take a long-term, considered approach to developing their people, and the partnerships that support that work.
Our partnership with The Guinness Partnership is a stand-out relationship for us. Since 2019, we have worked closely together to deliver housing apprenticeships that support progression, build capability and work effectively at scale across a large and complex organisation.
A partnership we are proud of
The Guinness Partnership is a long-established housing association, delivering homes and services across England to communities with very different needs. With over 70,000 homes across 156 local authority areas and a workforce of around 3,000 people, the scale and reach of the organisation is significant. From general needs housing and affordable home ownership, to specialist and Extra Care housing for older people, and support for younger residents, the work is varied, people-focused and demanding.
Supporting residents well at this scale relies on skilled, confident people who understand their role, their responsibilities and the impact of their decisions. Developing that capability takes time, consistency and a genuine commitment to learning that works in real services, not just in theory.
This is where our partnership has grown. Since 2019, we have worked closely with The Guinness Partnership to deliver Level 3 and Level 4 housing apprenticeships that are embedded into day-to-day roles and shaped around how the organisation actually operates. To date, more than 50 apprentices have completed programmes through this partnership, with a further 50 currently on programme.
Apprenticeships are not treated as an add-on, but as part of how people are supported to develop, progress and build long-term careers within the organisation. What we value most in this partnership is the shared approach. A focus on people, a clear understanding of service pressures, and a commitment to doing things properly over time. That alignment has allowed the partnership to develop steadily and is the reason it continues to work well.
Delivering housing apprenticeships in practice
Housing apprenticeships form part of how The Guinness Partnership supports progression across operational and more senior roles. Working together, we deliver Level 3 and Level 4 programmes that allow employees to develop while remaining embedded in their day-to-day work.
Since the partnership began, more than 50 apprentices have successfully completed their programmes, with a further 50 currently on programme. This reflects an ongoing commitment rather than a one-off intake, allowing apprenticeships to sit naturally within the organisation’s wider development cycle.
Learners continue in their roles while completing their apprenticeships, applying learning directly to live situations. This supports confidence and capability building without pulling people away from service delivery, which is particularly important in an organisation operating at scale.
This sits within a wider commitment to skills development across the organisation. Apprenticeships are used not only to support progression into new roles, but also to help colleagues deepen expertise and build capability within their existing posts. That broader approach reinforces apprenticeships as a normal and valued part of workforce development, rather than something limited to early careers.
Apprenticeships at Guinness in context
- 95 apprentices currently working across the organisation, spanning roles including sustainability, accountancy, horticulture and trades
- 61 colleagues using the Apprenticeship Levy to upskill within their current roles
- 26 new apprenticeship enrolments via the Levy since April 2025
Together, this shows how apprenticeships are embedded across the organisation, supporting both progression into new roles and development within existing ones.
A tailored enrolment approach
A key strength of the partnership has been the tailored approach to enrolment. Apprenticeship starts are aligned to role readiness and organisational need, rather than following a fixed or generic intake model.
This ensures learners begin their programmes with clarity around expectations and support, while managers understand how apprenticeships fit alongside team priorities and service delivery. Over time, this has supported engagement, progression and retention across cohorts.
Industry days and shared learning
Alongside programme delivery, the partnership includes annual industry days that create space away from day-to-day pressures. These sessions bring apprentices together from across the organisation to reflect on their learning, explore sector themes and place their own role within the wider context of housing.
For apprentices working across different teams, services and locations, this shared learning time matters. It provides an opportunity to step out of isolation, particularly for those who may be the only apprentice in their team or service. Coming together with peers allows people to share experiences, test thinking and learn from others facing similar challenges in different settings.
This kind of connection supports wellbeing as well as learning. Having time to reflect, ask questions and realise that others are navigating similar pressures helps build confidence and reduces the sense of working alone. It also supports inclusion, giving space for different perspectives, backgrounds and experiences to be recognised and valued within the learning environment.
Over time, these shared learning moments help apprentices build a stronger sense of professional identity and belonging. Not just within their immediate role or team, but within the wider organisation and the housing sector as a whole.
National Apprenticeship Week activity
As part of National Apprenticeship Week, we will be delivering an apprenticeship information session for colleagues at The Guinness Partnership. The session is designed to support clear, practical conversations about apprenticeship pathways, progression options and how learning fits alongside day-to-day roles.
It provides an opportunity for colleagues and managers to better understand how apprenticeships work in practice, who they may be suitable for at different stages of a career, and how they can support both progression into new roles and development within existing ones.
This kind of activity helps keep apprenticeships visible and well understood across the organisation. It reinforces that learning is supported, accessible and part of how people grow at Guinness, not something reserved for a particular group or career stage. Over time, this shared understanding supports stronger take-up, better alignment and more confident conversations about development across teams.
Why partnerships are the best approach for Apprenticeship programmes…
What has sustained this partnership since 2019 is a shared approach. A clear understanding of organisational context, a commitment to developing people properly, and a delivery model that works at scale without losing sight of the individual.
For The Guinness Partnership, apprenticeships support progression from within, helping people build confidence, capability and readiness for future roles while remaining grounded in day-to-day service delivery. Over time, this creates continuity, strengthens internal capability and supports long-term workforce stability.
For learners, the impact is equally practical. Apprenticeships provide structure, support and clarity, helping people understand how they can develop, progress and build a career within the organisation. Confidence grows alongside competence, and development feels purposeful rather than fragmented.
This partnership shows what is possible when apprenticeships are treated as part of a long-term workforce strategy rather than a short-term intervention. For employers looking to take a similar approach, the starting point is not a programme, but a conversation about values, context and what good development looks like in practice.
If you would like to explore how a partnership-led apprenticeship approach could work within your organisation, get in touch with our business development team to have an initial discussion about your workforce needs and learner priorities…