CATCH Annual Report

2024

ANNUAL REPORT & BUSINESS STRATEGY

2029

TOGETHER, WE CAN DELIVER

A NATIONAL NET ZERO TRAINING CENTRE

CONTENTS 2. CEO Letter 2023/2024 3. Strategy Review 4. Objective Review 8. Finance Review 9 Achievements: Our People Membership & Communications Operations Skills Apprenticeships: Quality & Compliance Apprenticeships: Engagement Apprenticeships: Welding and Pipefitting Hub Apprenticeships: Process and Maintenance Strategy & 5-year plan 18. In-year strategic plan 19. National NetZero Training Centre 20. Dial-up for skills 21. Our industry board 22. Our Members 23. Skills Clients 24. Apprenticeship Employers 25. Site sponsors 26. 5-year strategy

MISSION CATCH is a leading place-based industrial cluster membership and training organisation, collaborating to support the UK’s Net Zero ambitions.

VISION To position CATCH as the leading UK industrial cluster organisation, extending our reach nationally and internationally.

We are committed to providing world-class facilities, skills development, apprenticeships, and membership services.

Together with stakeholders, we will cultivate an exceptional industrial workforce, robust supply chain, and a thriving industrial base in the transition to a low-carbon future.

VALUES Our People Collaborative Ethical Agile

1.

Positioning CATCH as a Regional Asset on the National Stage At the heart of our strategy lies the concept of the National Net Zero Training Centre.

This report provides a review of FY23/24 coupled with a look forward to FY24/25 and our 5-year strategy.

Last year was a pivotal one for the business. It saw our first full OFSTED where we were recognised as a GOOD provider with OUTSTANDING features. This incredible result in just our 2nd full year of delivery was due to a herculean effort from the team, coupled with fantastic support from our employers and learners. In addition, the company grew during the year from c£3.3m turnover to c£3.9m. A corresponding growth in team members in the year saw a c70% increase to deliver the expanding portfolio. We also set up our Welding and Pipefitting Hub to great effect and continued to improve our burgeoning mechanical, electrical and process operator provision. March saw the first of our learners go through end point assessment, and to date, we have 100% first time pass rate. CATCH Skills saw £1m turnover for the first time since it was set up in 2017 and it continues to deliver excellence.

Following the submission of the Humber Industrial Cluster Plan in March of 2023, and the development of Track 2 Cluster Sequencing for the transport and storage solutions for industrial decarbonisation, CATCH Members Phillips 66, Harbour Energy and VPI approached us to open discussion around a Humber Net Zero Skills Plan.

The Plan included the potential of funding to deliver a significant upscale in delivery capacity at CATCH from around 100 apprentice starts per year to 1000 new entrants to industry per year. The planning is evolving at pace and work will commence over the summer on phase 1 of the project, a greatly improved welding and pipefitting capability as part of the National Net Zero Training Centre. This centre, along with the Humber Industrial Decarbonisation Centre, and the National Centre for Process and Manufacturing, offers world-leading facilities to support the development of our net zero industrial infrastructure. Our focus extends to supply chain professionals, contractors, and those involved in process manufacturing.

Our approach is industry-led, emphasising continuous skills development throughout professionals’ careers. We offer a comprehensive range of programs, including CATCH Apprenticeships and CATCH Skills, which cover interventions from introductory industry programs to apprenticeships and workforce upskilling. These initiatives are further enriched by strong ties to our CATCH Membership industry networks.

As part of our commitment to sustainable growth, we actively support the Humber Industrial Decarbonisation agenda. Our activities align with the net-zero goal, and we are proud to contribute to the Humber region’s net-zero journey.

Additionally, we prioritise our Members, delivering valuable services through robust stakeholder engagement. Our focus is on knowledge-based networking, fostering resilience, competence, and connectivity within supply chains across Yorkshire, Lincolnshire, and the Humber.

We play a pivotal role in supporting skills development, regional inward investment, driving economic prosperity and innovation throughout our industry and region.

David Talbot, CEO, CATCH 2.

#OUR PEOPLE

#INTERNAL PROCESSES

#FINANCIAL STABILITY

Sustainable growth for building capacity and increasing capability

RELATIONSHIP

#CUSTOMER

A REVIEW: STRATEGY 23-24 OVERALL Develop CATCH 2.0 thinking

ONGOING

Develop the capacity – Humber Industrial Decarbonisation Centre concept/CATCH 5+ greenfield site

COMMENCED

Consider offshore wind positioning

COMMENCED

MEMBERSHIP Consider the opportunity for HICP legacy delivery.

COMPLETE

Continue to develop and deliver networks to meet members needs

COMPLETE

APPRENTICESHIPS Deliver outstanding, industry-led, apprenticeship programmes.

ONGOING

Creation, refit and launch of the Welding and Pipefitting Hub

COMPLETE

SKILLS Continued growth of CATCH Skills with Member companies and wider local customer base.

ONGOING

Develop the managed training service contract provision.

ONGOING

FACILITY Consider investing further in the conferencing facilities to improve hybrid networking and meetings.

COMPLETE

Develop CATCH’s green credentials.

COMMENCED

3.

2023-24

BUSINESS OBJECTIVE PROGRESS GOAL: CUSTOMER RELATIONSHIP *Departmental objectives found in Balanced Scorecard database

*ONGOING BALANCE SCORECARD OBJECTIVE

TACTIC

PERFORMANCE MEASURE

PROGRESS

Deliver excellence

Have clear goals, strive for continuous improvement to consistently exceed expectations.

Feedback and customer data

Achieved

Retain customers

Provide exceptional customer service, consistently exceed expectations, and actively engage with feedback to foster loyalty and retention.

Feedback and customer data

Achieved

Attract new clients

Leverage targeted marketing, offer unique value propositions, and build a strong brand reputation to attract and engage new clients.

Customer and opportunity metrics

Achieved

Develop portfolio

Continuously analyse market needs, innovate based on client feedback, and diversify offerings to develop a robust and responsive portfolio of services for industry.

New products and services

Achieved

Expand geographical reach

Leverage digital platforms for national visibility, establish local partnerships, and adapt offerings to meet new national and international needs

New territories exploited

In Progress

4.

2023-24

BUSINESS OBJECTIVE PROGRESS GOAL: FINANCIAL STABILITY *Departmental objectives found in Balanced Scorecard database

TACTIC

PERFORMANCE MEASURE

PROGRESS

Meet Business Plan financial targets

Equip the team with necessary resources, training, and technology to efficiently execute and deliver the strategic plan

YTD turnover and margin

Behind Plan

Ensure business remains sustainable

Regularly review cash flow, strategically rebuild reserves, and proactively seek diverse funding sources, including grants and charitable contributions, while staying alert to emerging opportunities

Cashflow forecast, funding sources identified and won

In Progress

Deliver excellent value services

Continuously assess and refine the effectiveness of each service deliverable, ensuring growth is achieved.

Business growth

Achieved

Deliver Financial business growth

Proactively explore emerging trends, strengthen customer relationships, and adapt the service offer to align with evolving market demands and opportunities

Increased turnover/customer metrics

Achieved

Prepare CATCH for the future landscape

Craft comprehensive plans integrating financial risk, resource allocation, and technology adoption to support strategic objectives and operational efficiency

Deliver plans

Achieved

*ONGOING BALANCE SCORECARD OBJECTIVE

5.

2023-24

BUSINESS OBJECTIVE PROGRESS GOAL: INTERNAL PROCESSES *Departmental objectives found in Balanced Scorecard database

*ONGOING BALANCE SCORECARD OBJECTIVE

TACTIC

PERFORMANCE MEASURE

PROGRESS

Embed management systems

Implement and integrate management systems seamlessly into daily operations through training, clear communication, and ongoing support.

Complience, utilisation and useage

Achieved

Quality processes

Achieve ISO certification and recognition from awarding bodies by adopting best practices in quality management and environmental sustainability.

Retaining accreditation/audit data and grading/additional standards

Achieved

Leverage internal collaboration

Foster robust internal communication through regular updates, and shared platforms to enhance teamwork

Feedback from CPD days & employee survey

Behind Plan

Work smarter

Boost productivity and innovation by fostering a culture of efficiency, encouraging creative problem-solving, and streamlining of processes

Management data

Achieved

CATCH Zero

Implement sustainability practices aimed at achieving zero harm, zero waste to landfill, and net-zero emissions through proactive environmental management

Roadmap and data for each element.

Achieved 6.

2023-24

BUSINESS OBJECTIVE PROGRESS GOAL: OUR PEOPLE *ONGOING BALANCE SCORECARD OBJECTIVE

*Departmental objectives found in Balanced Scorecard database

TACTIC

PERFORMANCE MEASURE

PROGRESS

The employer of choice

Enhance job satisfaction, attract top talent, and maintain a positive culture by fostering a supportive work environment, recognising achievements, and promoting a strong external brand image.

Employment package/employee turnover/survey feedback/HR and recruitment data/marketing feedback

Achieved

Competencey of our people

Develop a dynamic training matrix based on thorough Training Needs Analysis (TNA)

Training and compliance metrics

Achieved

Developing the workforce

Create tailored CPD plans, establish clear succession pathways, and identify internal talent to ensure career growth and company resilience

Employee turnover/staff feedback/staff Progression

In Progress

Living the CATCH values

Maintain a positive culture by prioritising personality-based recruitment and consistently reinforcing company values

employee turnover/survey feedback/HR and recruitment data

Behind Plan

Supporting digital and critical positions

Develop a succession plan integrated with a strategic recruitment approach, leveraging networks for external talent identification to ensure leadership continuity

Employment contract package/competitor analysis/stakeholder management/employee reviews

In Progress 7.

2023-24

FINANCIAL HIGHLIGHTS A STABLE AND GROWING BUSINESS Preparing catch for the future landscape

10%

1.07

23 days

63K

22K

YTD Turnover ahead of budget plan

Financial Ratio (Target 1.0)

Positive working capital

23/24 Sponsorship Income

23/24 Matched Grant funds

Net Profit Margin

-3.2%

76.2%

37.7%

62

Gross profit margin

Course profit margin

Average receivable collection days

Qualifications

Qualifications

Lauren Lawrence CIMA Dip MA

Libbi Dimbleby

AAT level 2

Financial information is at year-end but is pre-Audit 8.

2023

ACHIEVEMENTS

Our People

Driven by Industry, Led by Members, Delivered by CATCH People

100%

93%

EMPLOYEES SAID THEY ARE LIKELY TO RECOMMEND CATCH TO SOMEONE OUTSIDE OF THE ORGANISATION.

EMPLOYEES SAID THEY FEEL EMPOWERED TO MAKE OWN DECISIONS IN RELATION TO WORK.

96%

93%

EMPLOYEES FEEL THEY HAVE ALL THE TRAINING AND DEVELOPMENT OPPORTUNITIES TO PERFORM THEIR JOB

EMPLOYEES AGREED THEIR RESPONSIBILITIES ARE CLEARLY DEFINED

100%

Jasmine

EMPLOYEES AGREE THEIR MANAGER CARES ABOUT THEIR HEALTH & WELLBEING

FOUNDATION CERTIFICATE IN PEOPLE PRACTICE & ASSOCIATE DIPLOMA IN PEOPLE MANAGEMENT

GREENHALGH

The atmosphere at CATCH is buzzing! Everyone I’ve met so far seems really excited about the future of CATCH and enjoy what they do in their roles. The staff seem so caring and interested in you as an individual which makes you feel part of a TEAM. I feel like I’ve settled in really quickly and that I’ve worked here for months already. I think this is all down to the attitudes of the staff and making me feel so welcome.

Leanne Kershaw, Managed services coordinator

With it being a smaller team, it is nice to be able to meet all of the employees, who are all very welcoming and friendly. A very positive and warming welcome and place to work

Caitlin Brewitt Schools Engagement coordinator

9.

2023

ACHIEVEMENTS Membership & Communications Maintaining a position as a lead in the roadmap to net zero

45

800+

74

5000+

MEMBER NETWORK MEETINGS

COMPANY MEMBERS

91%

INDIVIDUALS ENGAGED

SUBSCRIBERS

100%

SAY MEMBERSHIP IS GREAT VALUE FOR MONEY

RATED NETWOKS AS EXCELLENT / GOOD

5500+

32,500+

SOCIAL MEDIA FOLLOWERS

IMPRESSIONS EACH MONTH

10.

2023

ACHIEVEMENTS Operations

An inspirational environment in which to learn, study and collaborate.

Solar Panels installed

30 Year Lease signed

A first class facility at 87% Utilisation

5 New recruits

Room hire reviewed

BIFFA Zero to Landfill

Quality System Maintained

Management of Tenant Contracts

No reportable accidents or incidents in the year

Site sponsorship grown 11.

2023

ACHIEVEMENTS Skills

The leading industry authentic training organisation

HUMBER INDUCTION CENTRE FOR 1000 PEOPLE

888 COURSES DELIVERED

HOLLY GOODWIN TOP 30 UNDER 30

4000 DELEGATES TRAINED

RECRUITMENT OF A 4TH TECHNICAL TRAINER

£1 Million Sales

7300 MILES TRAVELLED TO DELIVER TRAINING

BESPOKE COURSES FOR CLIENTS

NEW TMS SYSTEM

97% EXCELLENT FEEDBACK

RELATIONSHIP WITH ECITB CEMENTED

12.

2023

ACHIEVEMENTS

Apprenticeships: Quality & Compliance An holistic approach to training and assessment that meets the required standards and outcomes

WITH OUTSTANDING ELEMENTS

FULL SUITE OF SAFEGUARDING MATERIALS PRODUCED

WELLBEING EVENTS DEVELOPED AND ORGANISED

MAINTAINED AWARDING BODY APPROVAL

QUALIFICATIONS: MINIMUM STANDARD OF LEVEL 3 ACHEIVED ACROSS TEACHING STAFF

RANDOM APPRENTICE DRUG TESTING IMPLEMENTED

CHARITY & VOLUNTEERING DAYS DEVELOPED AND ORGANISED

ACHIEVED APPROVAL

PREPARING FOR ESFA AUDIT

RECRUITMENT OF 5 NEW TEAM MEMBERS

13.

2023

ACHIEVEMENTS Apprenticeships: Engagement The provider of choice for new entrants to industry

100%

11%

8%

END POINT ASSESSMENT FIRST TIME PASS RATE

FEMALE APPRENTICES

ETHNIC MINORITY APPRENTICES

60+

215

4500

APPRENTICE EMPLOYERS

APPRENTICES ENROLLED

SCHOOL STUDENTS ENGAGED

79

13

25

ACADEMIC EVENTS ATTENDED

NORTH BANK SCHOOLS SUPPORTED

SOUTH BANK SCHOOLS SUPPORTED

14.

2023

ACHIEVEMENTS Welding & Pipefitting Hub Blending practical skills with classroom theory, working across specialisms to enhance the apprenticeship journey

START OF THE 3 NEW APPRENTICESHIP STANDARDS.

NEW TEAM COMPRISING OF NEW HEAD, 3 NEW TRAINERS AND A TECHNICIAN

WORKSHOP READY FOR LAUNCH SEPTEMBER 18TH

FIRST WOMEN IN WELDING EVENT HELD MARCH 2024

NEW LINCOLN ELECTRIC WELDING EQUIPMENT

SPONSORSHIP DEALS SECURED. EFAB & CODE-A WELD, PHILLIPS 66, GREENERGY

WORLD SKILLS REGISTRATIONS COMPLETED AND TRAINING BEGINS (FEB 2024)

TRADE REUNION FOR RETIRED PIPEFITTERS, WELDERS ETC.

CATCH STAFF CAME OVER FOR A 'HAVE A GO' SESSION TAUGHT BY OUR APPRENTICE WELDERS

PUDSEY BEAR COMPLETED FOR CHILDREN IN NEED

POPPY WREATH MADE AND LAID ON 11.11.23 BY THE APPRENTICES.

FIRST WPH OPEN EVENT, ATTENDED BY KEY PARTNERS AND LOCAL EMPLOYERS

FIRST PARENTS EVENING

RELATIONSHIP WITH SES

33

CPD AND 'SHARING GOOD PRACTICE' VISITS COMPLETED BY STAFF

15.

2023

ACHIEVEMENTS

Apprenticeships Process and Maintenance Blending practical skills with classroom theory, working across specialisms to enhance the apprenticeship journey

91% DEVELOPED IMPROVED PROCESS TRAINING

APPRENTICES RECONFIGURED ELECTRICAL WORKSHOP

FIRST AWARDS EVENING

APPRENTICES REMAIN ON PROGRAMME

10%

19

INCREASE IN NEW ENTRANTS

APPRENTICES WON AWARDS

100% HELPED TO INSTALL CATCH SOLAR PANELS

APPRENTICES TOOK PART IN A LIVE PLANT SHUT DOWN

APPRENTICES COMPLETED AT LEAST ONE ADDED VALUE COURSE

16.

2024

BUSINESS STRATEGY AND FIVE YEAR PLAN 17.

#OUR PEOPLE

#INTERNAL PROCESSES

# FINANCIAL STABILITY

Empowering Industrial Skills with insight from our Membership Community

#CUSTOMER RELATIONSHIP

2024-25

IN YEAR STRATEGIC PLAN

OVERALL: CATCH Future Landscape: Progressing CATCH expansion plans

FINANCE: Meet the budget plan whilst managing cash reserves to help with future investment and growth needs whilst managing our external investments to utilise the funds needed for the long term plans of the business.

SKILLS: Provide outstanding training solutions that meet evolving industry demands MEMBERSHIP: Increase membership retention and growth by delivering exceptional value and engaging experiences to all members APPRENTICESHIPS- Engagement: To become the preferred provider for employers and new entrants to indsutry by focusing on EDI growth, enhancing retention rates, and expanding our geographical reach APPRENTICESHIPS - Welding & Pipefitting Hub: To be the number one choice, in the local area, for training requirements in our trade areas to match the extensive refit of the Welding & Pipefitting Hub. APPRENTICESHIPS - Process & Maintenance: Increase investment in people and equipment, and increase profile of learners and pathways APPRENTICESHIPS- Quality & Compliance: Enhanced suite of processes and procedures developed and embedded OPERATIONS: Continue to enhance operational safety and progress environmental sustainability PEOPLE: To develop efficient communication methods between departments to ensure effective collaboration and a safe positive work culture.

18.

2024-25

NATIONAL NET ZERO TRAINING CENTRE IN YEAR PROJECT TARGETS 1000 new entrants to industry by 2029

70

16 NEW ELECTRICAL & INSTRUMENTATION BAYS

3

NEW WELDING, PIPEFITTING BAYS

NEW TRAINING PROGRAMMES

14 92%

83

INCREASE IN NEW ENTRANTS SEPT 24

ADDITIONAL NEW ENTRANTS TO INDUSTRY

12

ECITB PIPEFITTING SCHOLARSHIP

PLATING APPRENTICESHIP

32

ECITB WORK READY INDUSTRIAL SERVICES LEARNERS

CATCH Governance review CATCH 1.0 Welding and Pipefitting Hub Expansion Complete CATCH 1.5 Offshore Wind Training Centre spade ready CATCH 2.0 Continued planning for Net Zero Training Centre 19.

2024-25

DIAL UP INDUSTRY SKILLS The Requirement: We need 23,000 skilled people by 2029 to be able to deliver the regional NetZero Ambitions in the UK.

A scaled vision for collective annual growth in new learners, to provide the industry with a diverse and competent workforce ready to deliver the mega-scale engineering construction projects that industrial decarbonisation of our industry requires.

THE CALL TO ACTION: Support a new pipeline of entrants to industry

ENGAGEMENT Making industry careers attractive

Be part of something - collaborate, sponsor and/or donate time.

DELIVER SCALED EXPANSION Support educational excellence & help bridge the tutor gap

LONG TERM EMPLOYMENT AND CAREER PATHWAYS

Collaborate across the supply chain to enhance social value and bridge the skills gap

Create additional apprenticeship vacancies.

20.

2024

INDUSTRY BOARD

Nick Booth

Andrew Mitchell

David Talbot

Prof Dirk Schaefer

Gavin Jones

Jade Fernandez

UNIPER Assistant Plant Manager – CDC, Pipeline and Killingholme

OLG Commercial Director

CATCH CEO

University of Hull Dean of the Faculty of Science and Engineering

TRONOX Operations Strategic Manager

SSE Thermal Head of Stakeholder Engagement

Rebecca Brimble

Cllr Anne Handley

Martin Jones

Mark Jenkinson

Julian Free CBE

Damien Jaines-White

PRAX HR & Communications Manager

ERYC Leader of the Council

Yara HESQ Manager

Centrica Asset Manager

University of Lincoln Deputy Vice Chancellor

NELC Inward Investment & Growth Manager

Christopher Johnson

Rob Fergie INEOS Hull site manager

Rob Sherwell

Robert Tuplin

Scott Drinkell

Phillips 66 Optimisation Manager

Wood Operations Manager

Greenergy Group Engineering Manager

SOLENIS Plant Manager Production Operations

Simon Winfield WORLEY Senior Project Manager

21

2024

CATCH MEMBERS Members are drawn from across the industry, including the regions leading operators, supply chain, higher education, and public sector companies.

22.

2024

SKILLS CLIENTS & DELIVERY Over the past decade, our facilities have been at the forefront of industrial skills training. We offer practical, real-world training that meets industry needs and attracts learners globally.

MANAGED SERVICES CLIENTS

DELIVERING LOCALLY & NATIONALLY TO OVER

340 COMPANY CLIENTS

23.

2024

APPRENTICESHIP EMPLOYERS Launched in 2021, our apprenticeship program is quickly gaining recognition as an industry leader. Our premium courses, tailored to industry needs, range from process manufacturing to welding and engineering technician roles.

24.

2024

SITE SPONSORS Funds are used to maintain, upgrade & expand our facilities to meet and exceed industry ambitions

25.

2025/26

2026/27

2027/28

2028/29

Restructure of business to prepare for NNZTC - Deliver CATCH 1.5

Develop new build plans and submit planning permission

Commence new build

Launch NNZTC

5

National Net Zero Training Centre

Y E A R

Membership

Maintain & Grow Client and Supply Chain Membership Programmes

Target new members through inward investment engagement

Apprentice Engagement

Team growth to drive engagement programmes as part of a regional skills plan

Support industry’s plans by attracting new employers and entrants to the net zero workforce

S T R A T E G Y

Apprenticeships: Quality & Compliance

Team growth for increase in learner numbers and resource planning

WPH

To grow our provision into training adults and explore other opportunities such as ECITB Scholarship programs.

Apprenticeships

Develop programmes inc wind turbine technicians

Continuous improvement in preparation for NNZTC Growth

To work closely with Code A Weld and develop a program to support employers with welding codings and training

To become a TWI accredited training centre

Become an Ofsted outstanding provider

CATCH 2.0... and the new centre

Continuous improvement in preparation for NNZTC Growth

Skills

Assist industry to achieve compliance targets for existing staff, whilst developing pathways for new entrants to bridge the skills gap through delivery of accredited, CATCH Skills and bespoke training courses, alongside an established managed service provision

Collaborate with industry to increase our existing adult skills provision in preparation for the NNZTC launch.

Operations

Plant upgrade and maintenance and ISO 450001 accreditation

Swipe card access and upgraded security systems.

Building management system

People

Reinforce Inclusive culture

Communicate efficiently & consistently across growing departments

Support Managers and leaders as the business grows

Align and lead with the CATCH Values

Finance

Align financial year with academic year

T/O £6m Net Margin 4%

T/O £9m Net Margin 6%

T/O £12m Net Margin 8%

26.

2029

THE NATIONAL NET ZERO TRAINING CENTRE WWW.CATCHUK.ORG