During your programme

These web pages aim to provide a handy access point for information that you will need during your apprenticeship programme.

On this page:

View Learner Handbook

Your Sustainability & Social Impact Practitioner team

phil de montmorency

Phil De Montmorency

Tutor

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Explaining the roles

There are three key roles in the team which will support your apprenticeship. Some members of staff cover more than one of these.

Your tutor will lead you through your workshops or seminars and deliver a large proportion of the knowledge elements of your apprenticeship with you.

Your coach will meet with you each month to help develop and evidence your skills and behaviours within the workplace. Your line manager will attend part of this session. They will help you gather evidence to demonstrate your overall competency.

Your learner progress adviser will help provide additional support where needed and monitor your progress. You will meet with them, and your line manager, every three months.

Your e-portfolio: OneFile

We use OneFile as our e-portfolio system. This is where your assignments will be set, you will submit your work and you will log your off-the-job training.

Your regular reviews will be stored on here as will some resources for your course. You will complete a learning journal, be able to monitor your progress towards your Knowledge, Skills and Behaviours and refer to your workplace development plan.

Our training video covers all the key features of OneFile you need to know. Visit the Support and FAQs page if you have questions or issues.

Knowledge, Skills and Behaviours

During your Governance Officer apprenticeship you will learn to demonstrate the following knowledge, skills and behaviours.

  • K1: Principles of project management and a range of project planning tools.
  • K2: Principles of change management and culture management.
  • K3: Potential CR&S data sources including organisational, sectoral and stakeholder.
  • K4: The types of metrics and insight evidence that help inform CR&S issues.
  • K5: How the positioning of the CR&S function within organisational and governance structures can impact CR&S performance.
  • K6: Techniques to identify/evaluate the internal and external range of potential CR&S partners.
  • K7: Techniques for managing and influencing stakeholder relationships.
  • K8: Principles of negotiating a CR&S project with an internal and/or external partner.
  • K9: Different forms of communication (written, verbal, electronic) and how to tailor the solution to the circumstances.
  • K10: Techniques for reporting on CR&S delivery against objectives.
  • K11: Principles for developing a strategy that manages the social, environmental and ethical risks and opportunities of an organisation.
  • K12: Techniques that recognise and utilise the comparative strengths and weaknesses across teams and across the organisation.
  • K13: Techniques to motivate individuals to work together to meet CR&S requirements.
  • K14: The principles of data management including how to manipulate and store data needed for CR&S projects.
  • K15: Techniques that compare a range of qualitative and quantitative data on CR&S performance.
  • K16: Factors that contribute to successful CR&S event management.
  • K17: The principles of CR&S fundraising.
  • K18: Quality assurance techniques for monitoring the delivery of CR&S work.
  • K19: The importance & impact of the sector specific factors (the legislation, guidance and best practice) when developing a CR&S strategy.
  • K20: The principles of risk management including conducting and reviewing risks affecting a CR&S strategy. (for example safeguarding risk).
  • K21: Horizon scanning techniques for keeping up to date with the CR&S landscape (including evolving best practice and what other organisations are doing).
  • K22: Principles of CR&S related budget management.
  • K23: The different ways in which people learn and how this links to embedding CR&S ethos.
  • K24: How responsible corporate approaches bring mutually compatible organisation and societal benefits.
  • K25: The range of sustainable practices available to any organisation including in-house practices, partner policies, and outputs.
  • K26: How CR&S delivery is impacted by the environment, social and governance agendas affecting industry.
  • K27: How CR&S Strategy influences talent management, reputation and branding.

  • S1: Select and implement project management and planning tools applicable to the type of project/ campaign lifecycle.
  • S2: Assess the effectiveness of change and identify opportunities to improve outcomes, guiding and supporting others to deliver results.
  • S3: Balance own CR&S workload to prioritise competing demands and achieve key performance indicators.
  • S4: Utilise strengths of internal organisational structures to help build self-sustaining CR&S populations.
  • S5: Tailor approach to maintaining new/existing external stakeholder relationships to achieve progress on plans (e.g objectives, key initiatives and shared interests).
  • S6: Contribute to the negotiation of external CR&S projects of mutual benefit.
  • S7: Adopt a communication method that takes account of the audience and is suitable for the circumstances.
  • S8: Recommend opportunities for external engagement, articulating the mutual benefits and risks.
  • S9: Contribute to written reports on CR&S performance in line with organisational requirements.
  • S10: Contribute to the drafting of the CR&S strategy.
  • S11: Adjust leadership style to achieve results, having regard to the needs of the individual/teams involved.
  • S12: Select data that is relevant to the CR&S issue being considered.
  • S13: Analyse data to form evidence-based conclusions on CR&S performance.
  • S14: Deliver CR&S events in accordance with contractual arrangements.
  • S15: Quality assure own and others work in accordance with organisational requirements
  • S16: Contribute to reporting externally on CR&S Strategy and delivery in line with industry and legislative requirements.
  • S17: Identify own organisations CR&S opportunities and threats. Escalate risks within own organisation when needed.
  • S18: Research the CR&S landscape, escalating best practice opportunities within own organisation.
  • S19: Apply management techniques needed to deliver CR&S projects within budget.
  • S20: Train colleagues in CR&S techniques, tailoring the learning style to the circumstances.
  • S21: Identify and deliver initiatives that may raise funds for CR&S projects.
  • S22: Identify and apply relevant IT solutions to CR&S issues.

  • B1: Actively champion the CR&S agenda/ethos.
  • B2: Committed to developing self and others in ways that support CR&S engagement.
  • B3: Works within own level of authority, seeking support when needed.
  • B4: Takes the lead in helping others to achieve CR&S results. (within limits of own role).
  • B5: Seeks innovative ways to add value to CR&S issues while remaining objective.
  • B6: Stand by difficult CR&S decisions and hold your team/organisation to account.
  • B7: Ethical and non-judgmental.

Occupation duties

During your Governance Officer apprenticeship you will need to evidence Duties 1-16 at least once.

Own and deliver initiatives and campaigns that contribute to the Corporate Responsibility & Sustainability (CR&S) strategy.

Identify and build internal relationships in order to foster buy-in to existing and future CR&S initiatives with the aim of integrating ethical policies and behaviour into everyday business practices.

Act as a business contact by actively engaging with community organisations (charities etc.) in order to drive social and environmental impact.

Contribute to regular communications to promote initiatives and update colleagues across the business on CR&S best practice.

Contribute to the development of the business’ CR&S strategy. Work with colleagues to devise a strategy that builds on the business’ existing social and environmental impact.

Collect and input CR&S data from across the business in order to contribute said data to industry and mandatory reporting requirements e.g. Modern Slavery Act, Gender Pay Gap etc.

Help organise CR&S events that engage internal and external stakeholders by owning the administrative and logistical aspects.

Quality-assure internal and external projects and campaigns, both in the UK and where applicable in other countries, to ensure that CR&S activities are compliant with regulatory standards.

Identify relevant social and environmental risks to the business and escalate internal and external stakeholders accordingly. Recognise risks to own organisation’s corporate reputation, whether through action or inaction, recommending actions to remedy the issue.

Keep abreast of developments to ensure the business is aware of current and future opportunities and challenges in relation to social & environmental issues by representing the business at CR&S events and conferences.

Monitor spend on CR&S activity in order to achieve targets within spend. Escalate budgetary risks to senior leaders.

Help to ensure that all colleagues, where appropriate, are trained on the practical application and integration of CR&S to their daily duties.

Contribute towards the business submitting to industry/topic-specific rankings and relevant memberships to third-party accreditations which measure the social and environmental impact of the business; examples include but not limited to Business In The Community (BITC) Responsible Business Tracker, United Nations (UN) Sustainability Development Goals (SDGs), Social Mobility Employer Index, Stonewall Workplace Equality Index, GivX.

Contribute CR&S information and news towards internal and external communication channels such as internal newsletters or social media posts.

Contribute to fundraising activity that enables internal and/or external CR&S projects.

Off-the-job training

You will need to dedicate around 20% of your working hours to your learning and development, which equates to around one day a week.

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How can I evidence my learning?

Your coach and tutor will work with you to best gather evidence of your training. This can take various forms.

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Functional skills

Apprentices aged 16-18 at the start of the apprenticeship need a level 2 qualifications in both English and maths to complete the course. If you can provide evidence of GCSEs at A*-C or 4-9 (or equivalent eligible qualifications) you will be exempt. Otherwise, you will need to complete a functional skills qualification. Apprentices aged 19 and over without level 2 English and/or maths can choose to study functional skills level 2.

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Helpful tips, tricks & techniques

We’ve compiled resources to supercharge your apprenticeship journey. Delve into our “Helpful Tips, Tricks & Techniques” guide, covering everything from polished business documents to expert minute-taking. Level up your skills for ensure your success.

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Completing your apprenticeship

At the end of your programme, you will complete an apprenticeship assessment. This is when you demonstrate to a third party assessor that you have acquired the knowledge, skills and behaviours set out in the apprenticeship standard. This will only happen once yourself, your line manager and Skills Coach have agreed that you are ready.

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Safeguarding, Prevent, welfare and british values

Paula Wakelin
Paula WakelinSafeguarding & Prevent Officer

There is nothing more important than keeping you safe. If you feel you need to raise a concern about any Safeguarding matter, contact your organisation’s Safeguarding Team, or the JGA Safeguarding team at safeguarding@jga-group.co.uk.

We are committed to working together to create a fantastic learning and work experience and to ensure the highest levels of safety and wellbeing. Expand the toggles to learn more about key support topics.

We are strongly committed to practices that protect you from the risk of abuse, neglect or significant harm. Our staff recognise and accept their responsibility to develop an awareness of the risks and issues involved in safeguarding. All staff and learners should have zero tolerance for abuse, bullying, neglect and violence.

Prevent is about safeguarding people and communities from the threat of terrorism. At the heart of Prevent is safeguarding children and adults and providing early intervention to protect and divert people away from being drawn into terrorist activity.

We provide expert support to help you on your apprenticeship journey. This includes mental health and neurodiversity, careers guidance and academic and financial challenges.

We want to help you achieve your full potential. We offer careers consultancy to ensure you have impartial and constructive information and guidance to help you decide and then to action your career decisions.

We aim to create an equal, diverse, inclusive and respectful culture. All of us contribute towards this culture through our actions and words. JGA aims to address any barriers to equality in our systems, policies and decision making as well as in our behaviour and ways of working.

The Fundamental British Values underpin what it is to be a citizen in a modern and diverse United Kingdom, valuing our community and celebrating diversity.