For fuel distributors, apprenticeships are emerging as a quietly critical part of the people aspect. At Certas Energy, they are being used not as a short-term recruitment tool, but as a long-term investment in capability, resilience and culture.
Ahead of this year’s National Apprenticeship Week, Margaret Major, Managing Editor for Fuel Oil News, spoke to Lisa Weir, Apprentice and Development Specialist at Certas Energy, who is heading up the company’s apprenticeship programme, to understand what’s working, what’s been learned, and what other distributors can take from the experience.
Lisa has spent most of her career designing, delivering and running apprenticeship programmes across multiple sectors. When she joined Certas Energy in mid-2024, as its first dedicated Apprentice and Development Specialist, she brought with her a deep, practical understanding of what makes apprenticeships succeed – and what causes them to fail.
That experience shapes Certas’ approach today. Apprenticeships, Lisa stresses, are not to be “bolted on”, nor a way to plug short-term gaps. “If they become a tick-box exercise,” she says, “you’ve already lost the value.”
When she talks about apprenticeships, it’s with a deep belief in the benefits they bring to both business and apprentice.
Apprenticeships at Certas – at a glance
In 2025, Certas’ apprenticeship programme doubled in size. The business currently has 39 apprentices on programme, spanning 17 different disciplines, with 11 enrolled in Electrical Installation & Maintenance.
During 2025, 13 colleagues successfully completed their apprenticeships, underlining the programme’s role in both development and progression.
Why apprenticeships – and why now?
For Lisa, the case for apprenticeships is rooted in the way the energy sector itself is changing.
“The decision to invest isn’t driven by one single factor,” she says. “As the energy sector evolves, the skills needed to operate safely, competitively and efficiently are changing rapidly.
“It’s not just about technical competence. It’s about adaptability, digital capability, customer understanding, emotional intelligence – all the things that allow people to operate confidently in a fast-moving environment.”
At Certas, apprenticeships sit within a wider skills and capability strategy rather than alongside it. They are designed to support long-term workforce planning and retention, not just gap-filling. That philosophy is reflected in the decision to create a role dedicated to apprenticeships and development – signalling that this is a strategic investment in a programme built deliberately and sustainably.
More than a tick box
One of Lisa’s strongest messages is that apprenticeships only work when businesses are clear about why they are doing them.
“You have to understand your ‘why’ first,” she says. “What are you trying to achieve? What skills gap are you addressing? And can you actually support the apprentice properly?”
At Certas, that has meant resisting the temptation to scale too quickly. Instead, programmes have been introduced gradually, in areas where they genuinely add value, and designed in close collaboration with a small number of carefully chosen training providers.
“It’s not off-the-shelf,” Lisa explains. “For our core programmes, we work with providers to build curricula that reflect our business, our timing, and the skills we actually need. That takes work – but that’s where the value comes from.”
Developing people already in the business
While apprenticeships are often associated with new entrants, much of Certas’ current programme focuses on upskilling existing colleagues.
“That’s really important,” Lisa says. “Apprenticeships aren’t just about bringing people in – they’re about developing the people you already have.”
For Certas, apprentices are currently embedded across customer service, sales, digital, IT, and finance as well as in the renewables business, including electrical, solar and plumbing.
Many are experienced employees using apprenticeships as structured development pathways rather than starting points.
“When managers see people growing in confidence, communication and problem-solving, they see the return quite quickly,” Lisa notes.
The quick return also helps to reinforce buy-in from managers, delivering a triangulated approach – apprentice, line manager, provider – that is central to success.
Managers remain closely involved, understanding what apprentices are learning and how it can be applied in role. Without that engagement, apprenticeships risk becoming a tick-box exercise rather than a development pathway.
That sense of development and variety is echoed by apprentices themselves.
Tom Putterill describes how the programme has broadened both his skills and confidence:
“I feel like I’ve developed a lot since starting and I’ve gained a lot of confidence. I’ve met a lot of new people, and I feel like I’m learning more every day.”
He adds that the variety of work has been key to that growth:
“The thing I enjoy the most about my apprenticeship is not every day is the same. Some days I can be out on site, other days I can be in meetings, some days I can just be doing admin in the office, but its all part of my development”.
From learning to real contribution
One of the most underestimated aspects of apprenticeships, Lisa believes, is how quickly they can start to influence day-to-day operations – particularly through soft skills.
“Most standards start with developing the individual,” she explains. “You see improvements in confidence, time management and emotional intelligence quite early on.”
Many apprenticeships also require learners to work on real business challenges, analysing issues within their own teams and proposing improvements. “That real-world learning is where it really lands,” Lisa says. “It’s not theory for theory’s sake – it’s applied.”
The result, she adds, is that apprentices often become positive agents within teams, contributing ideas, questioning established practices and building confidence to challenge constructively.
That confidence gain is a recurring theme among apprentices.
Gemma Johnson, who has completed her apprenticeship, reflects on the impact it had on her day-to-day work:
“I really really enjoyed my time in my apprenticeship. What I have loved most is the confidence its given me, not just in the way I speak to customers but in the way I present myself to my peers.”
She also highlights how quickly the benefits become visible:
“If I was to give any advice to people who are thinking about doing an apprenticeship I would say, it’s a lot of work, but it really pays off, and you can see how it pays off really quickly. Be confident and just go for it!”
Adaptability as a core skill
As fuel distribution continues to evolve, Lisa sees adaptability as one of the most critical skills apprenticeships can deliver.
“People aren’t being trained for one fixed job anymore,” she says. “They’re being prepared for change.”
Digital literacy, systems thinking and continuous learning are embedded across programmes, alongside technical skills. Cross-business cohorts also help apprentices understand different parts of Certas’ operations, broadening perspective and supporting retention.
“People want to see opportunity,” Lisa explains. “They want to know where they can grow next. If learning stops, that’s when people move on.”
That emphasis on adaptability is particularly important for colleagues returning to structured learning after time away from education.
Emma Hughes admits she was initially apprehensive:
“I was a bit nervous about starting (my apprenticeship) last February because I’ve not been in school for quite a while. It’s been a journey – but overall it has been a really good experience.”
She points to the support around her as a critical factor:
“There’s always something you can learn, and you’ve always got that support when you need it. Someone will always come back to you with the guidance and reassurance you need.”
Lessons for the wider distributor community
While Certas operates at national scale, Lisa is clear that apprenticeships are not only for large businesses.
“The principles are the same, whatever your size,” she says. “Understand your why, choose the right programme for the right role, and commit the time to support it.”
Recent funding changes have reduced barriers for SMEs, but Lisa cautions against viewing apprenticeships as cheap labour. “If you don’t listen, support and develop people, they won’t stay. But if you do it properly, they become your future pipeline.”
Keeping the levy grounded
Certas has taken a measured approach to levy utilisation, prioritising programme quality over rapid spend. Where possible, unused levy has been gifted to organisations delivering social or skills impact, reinforcing the importance of using funding with purpose.
A long-term view
For Lisa, apprenticeships are ultimately about resilience – for individuals, businesses and the sector as a whole.
“When you get them right, you’re not just filling a role,” she says. “You’re building capability, confidence and adaptability.”
The experiences of Certas’ apprentices suggest that when programmes are built with intent, support and purpose, they deliver benefits that extend far beyond the classroom.
As the energy landscape continues to shift, that long-term thinking may prove just as critical as any investment in infrastructure or technology.
Image credit: Certas Energy