While so much of the country is transfixed by the opportunities and challenges of rapidly advancing digital technology, there is a competitive advantage that most companies are missing.
Artificial intelligence can transform the way businesses operate and transact but young, nimble minds are the engine that will power small business.
Colmar Engineering, a precision engineering company based in Sydney’s western suburbs, has built a strong and sustainable business model over 40 years by investing in apprentices. Servicing a broad range of industries, the company understands that long-term success depends on investing in people alongside equipment and technology.
With a workforce of 24, including three apprentices at different stages of their training, the younger cohort are a core feature of Colmar’s strategic plan. Several of the company’s experienced tradespeople began their careers as apprentices within the business and have progressed into key roles. This demonstrates the long-term return on investing in early talent.
Business Manager Kim Hosking emphasises that employing apprentices is not just about filling immediate skills gaps – it’s about building a sustainable workforce. “We have always believed there is a strong business case for employing apprentices,” she says. While there are clear financial costs, including wages, training, and supervision, these are outweighed by the long-term benefits. Apprentices trained within the organisation develop strong technical skills alongside a deep understanding of company processes, standards, and culture. This leads to higher retention, greater productivity over time, and a more stable workforce.
A critical part of this investment is the transfer of knowledge. Colmar recognises that its experienced tradespeople hold extremely valuable, often decades-long expertise. Through mentoring and hands-on training, this knowledge is passed on to apprentices, ensuring that essential skills are not lost. “This concept of “paying knowledge forward” strengthens both the business and the broader industry” Ms Hosking explains.
With new industries supplanting legacy sectors, Colmar also recognises the value of diverse pathways into apprenticeships. The current first-year apprentice is a mature aged entrant with prior experience as a blacksmith. Seeking a formal trade qualification, he has transitioned well into the business, highlighting how apprenticeships can harness practical knowledge while building new capabilities.
Colmar apprentices support their on-the-job training with formal education through TAFE, studying primarily at the Mt Druitt campus. Within the workplace, they are exposed to a wide range of tasks aligned with their training, helping them develop into well-rounded tradespeople.
The company is also adapting to changing workforce expectations. Younger workers increasingly value work-life balance and career development, and Colmar actively engages with apprentices on these priorities. This supportive approach contributes to strong retention and ensures the company is future focused.
Given the widespread challenges of attracting suitable candidates in an economy with near full employment, the company remains committed to apprenticeships, exploring pathways through schools, employee referrals, and mature-aged entrants. Ultimately, apprenticeships at Colmar are not just a cost, but a long-term investment in the future strength of the engineering industry.
This case study accompanies our Research Note: Australia needs to turn around declining apprenticeship and traineeship commencements. Fast.
Further case studies are also available:
This case study accompanies our Research Note: Australia needs to turn around declining apprenticeship and traineeship commencements. Fast.
Further case studies are also available:
