1. The National Skills Academy for Rail (NSAR) Neil Robertson - CEO

2. CONTEXT Skills shortages across all infrastructure sectors are putting at risk the National Infrastructure Plan – cost and schedule. Skills are not an end in their own right but one of the drivers of productivity Government has announced: - a productivity plan where skills is one of the principal drivers - a target of 3m apprenticeships -a levy to help pay for this -30,000 transport apprentices -DfT transport skills strategy -Strategic transport apprenticeship taskforce -RSG leading ‘sector strategy’ (productivity) DfT, organisations and individual business all recognise and are addressing the skills shortages. A strong collective response will require co-ordination and support. And mandating through procurement. Not just engineering skills.

3. RSG Recommendations Championing collaboration with a code of practice on activities and behaviours Incentivising continuous improvement through a Rail Supplier Excellence Scheme Developing options to transform UK test facilities Streamlining product approval processes in line with customer and supplier needs. Creating confidence through joined –up and visible planning Leading innovation in five technology areas through centres of excellence Creating a single voice through an Exports and inward investment Advisory Structure Increasing UK capability to bid for international projects Facilitating excellence by transforming the quality of industry exports data. Creating Market Conditions for Growth Accelerating Uptake of innovation Growing Exports and Inward Investment

4. Forecasting the Skills Challenge

5. Skills Strategies Context: to support investment and growth in demand for transport, need to ensure we have the people with right skills at the right time Drivers Ageing workforce Diversity Demand for higher technical skills Procurement incentives Poor perceptions of transport Low productivity Wage inflation Aim Apprenticeships drive skills investment Up-skill existing workforce Improve diversity Procurement to mandate apprenticeships Raising standard through: Transport Infrastructure Skills Strategy (TISS) RSG Fast Track to the Future Context: Ensure that a responsive and innovative rail supply chain is in a position to improve productivity, support growth, deliver investment and become a global leader Drivers: Promotion: profile raising, career structure diversity Skills intelligence unit High quality training facilities network Working together to develop standards (NSAR and industry) Procurement mandate How Growth and investment Replacement: retirement, changing technology, productivity Up-skilling: technology, productivity Leadership: change, growth, technical Diversity  World class teaching & training facilities  Standard developed by industry

6. TISS RSG Act as one of the conduits between the industry and Government Provide thought leadership on Skills and Learning Promotion of the rail industry to schools/UTCs/FE colleges/universities QA of training providers to ensure standards Develop and promote an IT solutions to aid tracking and managing workforce skills Provide advice to members on the implementation of the apprenticeship levy Provide a brokerage/clearing house service for apprenticeships that members can access Provide quality data and information to support decision making Support members and partners on skills dimension of procurement Content and quality of apprentice courses matched against industry need Co-ordinating the establishment of network of regional centres of excellence for training Prepare plan to bring NTAR into ‘institute of excellence’ status Work to resolve the shortage of trainers Significantly increase the quality of training within the sector NSAR Progress and alignment on skills

7. Brokerage Service Apprenticeship ‘Clearing House’ Graduate ‘Clearing House’ New entrants route mapping Recruitment services Network of accredited training provision Talent Pool Employer workforce advisory New entrants role mapping New entrants and clearing house services Existing workforce and Employer services Key features: Mainly focused on the individual new entrant Caters for over subscription on larger schemes Offers unsuccessful candidates alternative employers; nationally, regionally and locally Defines routes through a rail career Defines routes into a rail career Could offer ‘pump priming’ – pre employment scheme Key features: Mainly focused on the Employer, and existing workforce Promotes the Accredited national network of training provision, with an online EMS to book courses Offers employment and recruitment services for specific employers Development of a Talent Pool to support future role promotion and availability of resource

8. Quality Assurance 112 Commercial Training Providers including colleges delivering Track Safety Training & Signalling are assured. New robust arrangements have been implemented and include Network Rail's development centres. This process will underpin a quality network of training, with centres of excellence, where capacity and capability is visible and bookable via the Internet.

9. New Apprenticeships for Rail Operative to Advanced Technician Rail Engineering and Operations Independent, synoptic assessment at the end

10. 1.Strategic workforce planning 2.Franchise or contract Bid support 3.Franchise or contract implementation support 4.Apprenticeship Levy optimisation modelling (including wider public funding) and strategic advice 5.Procurement of training services from the national network 6.Role and route mapping for existing and new entrants Company Apprenticeship Support Service 7.Access to ‘Clearing House’ service for Apprentices and Graduates 8.Company academy feasibility studies 9.Company academy business cases and curriculum planning 10.Full partnership service on company academy 11.Quality assurance and audit support 12.Expected ROI 3:1

11. www.nsar.co.uk Neil Robertson, NSAR CEO E. Neil.Robertson@nsar.co.uk T. 07899 000016