For the past 18 months, we at Kaplan have collaborated closely with Covéa Insurance's learning and development teams to embed training solutions and meet their most pressing skills challenges.

Most of the apprenticeship programmes we’ve led have been with existing team members who needed support, skills, and knowledge to transition into a new role as the organisation evolves.

One of our Senior Business Development Managers, Alistair Heron, caught up with the Covéa Insurance Team, Sally Rocks and Laura Murtough, about how they’ve helped drive the business forward.

Let’s take a closer look at what was discussed.

Strategic partnerships that drive performance

We’ve noticed that course uptake has grown significantly this year. How have you helped the organisation recognise the strategic value of apprenticeships?

As HR Business Partners, we start by helping business areas identify their current and future skills gaps. From there, we explore the right learning solutions together, focusing on what will genuinely help people do their jobs better, not just gain a qualification.

Because we understand the apprenticeship model, we’re able to show the value in both the knowledge taught and the way it’s applied on the job. That combination is what drives lasting performance improvements.

We’re also careful with budgets. If an apprenticeship offers a better route than commercial training, that’s our first choice. We’ve spent time helping our leadership teams see what’s possible, and conversations with Kaplan have helped us align our strategic priorities with the right programmes.

How else have you managed to get the business to appreciate the value added by coaching and demonstrate how knowledge has been applied?

It’s actually been quite natural. Once we explain what’s involved, especially the flexibility in how off-the-job learning is captured, people see the benefits straight away.

We’ve had conversations with many senior managers over the last 18 months, and the same insight often comes up: “I wish I’d had this opportunity earlier in my career.” That tends to open doors for their teams.

In a fast-paced business like ours, it’s essential that learning translates into action. Coaching and structured learning help with that. Compared to commercial training, where people might not find time to complete it, apprenticeships offer the structure and accountability that keep momentum going.

Why apprenticeships are a talent strategy, not a training tactic

What is it you look for in a training provider?

Quality is everything - both in the learning itself and the experience our colleagues have. If people don’t feel supported or engaged, they’ll switch off, and that reflects on us. We’re putting our name to these programmes, so it matters that learners feel the value.

Like many organisations, we had some mixed experiences early on with the apprenticeship levy. We’ve taken the time to understand what went wrong, what we need from providers, and how to get it right.

We also look for engaging, well-delivered virtual content. That’s hard to do well, so we really value providers who have invested in making online learning feel personal and inspiring.

Above all, it comes down to trust. We need providers who will be honest, realistic, and focused on what’s best for our people, not just ticking boxes.

How did you first identify Kaplan as a potential training partner? What made us stand out?

To be honest, it was Kaplan’s reputation in finance and accountancy that carried weight, especially with our senior finance colleagues. That helped build early trust.

But what really stood out was your consultative approach. Rather than selling a product, you asked the right questions. You wanted to understand our challenges, and that led to a longer-term relationship that’s opened up new possibilities.

We want partners who are in it with us. That’s what Kaplan has offered.

How would you describe your experience of working with Kaplan so far, and what has worked well for you?

We’ve built a strong working relationship. You’re always clear, responsive, and realistic. We’ve never had the sense that you’re overpromising—just a genuine willingness to help us find the right solution.

We’re working hard to create a culture of learning across Covéa Insurance. That means our providers have to be an extension of that culture. So far, the feedback from learners has been overwhelmingly positive, and we appreciate the regular updates you provide—they often spark new ideas.

The critical role of data skills in transformation

We’ve seen a big increase in interest in data training, and that’s certainly the case for Covéa Insurance. What do you think the drivers for this are? Are there any business functions in your organisation that have shown particular interest?

Data skills are a huge priority for us. There’s a growing awareness across the industry of how important data is, but also a real gap in capability.

We’ve responded by making data more visible and accessible. We hold regular town halls to show how data can influence day-to-day decisions and help people grow their careers. These sessions are well attended and have sparked lots of internal collaboration.

We’re also seeing a shift in mindset. Teams are more curious—they want to understand what the data says and what it means. And that’s a direct result of targeted learning and

Data literacy is on the senior leadership agenda, and we’re expanding our data team as part of our broader digital transformation, which is why we’re finding lots of colleagues keen to get involved with Kaplan’s data programmes.

How L&D leaders are driving organisational growth

We know that apprenticeships can change lives and transform careers. Are there any individual stories that might illustrate this?

One story that really stands out is Gary Cook’s.

Gary isn’t your typical apprentice - he’s been with Covéa for over 25 years and is hugely respected. He’d previously managed teams in BI and was interested in moving into internal audit. When he first applied, he didn’t get the role, but he didn’t let that stop him.

Instead, he asked us if he could enrol on the internal audit practitioner apprenticeship. He met Kaplan, joined the programme, and has loved it. Soon after, a new Director joined and recognised the initiative Gary had shown. He got the role he wanted and credits the apprenticeship for getting him there.

We’ve shared Gary’s story internally as a reminder that it’s never too late to grow or change direction. Apprenticeships make that possible.

What does the return on investment on apprenticeships look like for Covéa Insurance?

It’s a combination of things. Retention is a big one as we want people to stay, grow, and feel that they can build their careers here. Apprenticeships help us demonstrate that commitment.

They also allow people to apply what they learn straight away. That practical focus makes a real difference in a fast-moving business.

Apprenticeships aren’t just a way to fill short-term skills gaps. They’re a vital part of how we futureproof the business, support progression, and plan for succession.

Final thoughts

Our partnership with Covéa Insurance illustrates how a thoughtful, consultative approach to learning and development can deliver real business impact. By aligning apprenticeship programmes with emerging skill needs, particularly within areas like data, the organisation isn’t just addressing immediate gaps but actively building future capability.

Our relationship also highlights the role of L&D leaders, moving beyond training delivery to become strategic partners in business transformation. At Covéa Insurance, apprenticeships aren’t just about education - they’re a lever for talent retention, succession planning, and long-term competitiveness.

If you’re looking to transform your workforce, contact us at Kaplan to learn more about how we can help.