Fostering the growth of a new generation in casting

THE FUTURE of UK manufacturing is often discussed in terms of technology, investment and policy. That all matters, but what we don’t always talk enough about is the importance of people, specifically the younger generation. At Finecast, we employ around 70 people, including 10 apprentices. Developing talent sits at the centre of how we operate and plan for the future.

Modern foundries challenge outdated perceptions

Manufacturing, and the foundry industry in particular, hasn’t always been well promoted in this country. The focus has long been on decline, offshoring and skills shortages. There’s some truth in that. But it overlooks what modern engineering really looks like. Our foundry and wider engineering business is a highly technical environment, producing critical components for aerospace, defence and motorsport. The challenge is not just capability, but attracting people who can see themselves in that world.

Apprenticeships are one of the most effective ways to do that. We typically bring in between four and seven apprentices each year, often through our close relationships with local schools and colleges. We’re most interested in curiosity and intent. Why engineering? Where do they think their strengths lie?

Young hires bring fresh thinking

From there, we give people time and exposure. New starters move across the business before settling into a role that suits them. We train and employ metallurgists, precision machinists, material laboratory engineers, radiograph technicians and aerospace welding technicians.

We’ve found that young people bring a great deal to the business, but you have to be prepared to invest in them properly. They’re digitally aware, questioning and often open to new ways of doing things. However, they will only flourish with the right support. We place strong emphasis on mentorship, ensuring apprentices are guided by experienced people who understand the technical and personal aspects of development. 

Give apprentices industrial knowledge and experience and, in return, they'll challenge you, asking why things are done a certain way and looking for improvements. That energy is important in any business that wants to move forward.

Strong foundations outlast career changes ​

Some people change direction once they're here. Others decide engineering isn’t for them, and we support that too. If someone gets through the first year, there’s a strong chance they’ll continue to build a career with us for many years to come. Our foundry manager, for example, began work with us as an apprentice 20 years ago. 

Our quality manager also started with us in an apprenticeship role eight years ago. By investing significantly in his all-round development, including leadership skills as well as the technical and engineering side of his job, he’s gained management skills and quality system experience to implement the highest aerospace accreditations.

Personal, professional and business growth intertwined

One of the most rewarding aspects is seeing an individual’s progress, professionally and personally. When someone talks about buying their first car or house, you know they’re on the right track and you’ve played a part in helping them get there.

Succession planning isn’t just filling roles. It’s about ensuring the next generation is better than the last. Achieving that consistently is the key to building something that lasts.

There’s no single solution to the challenges facing UK manufacturing. But investing in people is one area where businesses can take direct action, as long as they’re willing to dedicate time and commitment.

David Gratton is MD of Finecast

For more information: 

finecast.co.uk

Tel: +44 (0) 1903 716471