Apprenticeships have long played an important role in construction. They offer a practical route into the industry, combining learning with real experience on site and in the workplace. For many people, they are not simply a first job, but the start of a professional career that can last a lifetime.

That is why recent commitments to expand apprenticeship numbers are encouraging. They reflect a growing recognition that construction needs a stronger and more reliable skills pipeline if it is to meet future demand. Homes, infrastructure, safety, sustainability and quality all depend on people with the right skills and the confidence to use them.

However, if we are serious about apprenticeships, we also need to be honest about the challenges.

Construction apprenticeship completion rates remain low relative to what the industry needs. Too many apprentices begin their journey with enthusiasm and ambition, but do not reach the end of their programme. At the same time, fewer employers are taking on apprentices, particularly small firms, which make up a large part of our sector. When opportunities to train and to be supported are limited, it becomes harder for apprentices to succeed.

There are good reasons why this is happening. Construction is often project based and cyclical, and smaller businesses in particular can find it difficult to commit to long term training when workloads and cash flow are uncertain. Supporting an apprentice properly takes time, planning and resource, and for some employers the system can feel complex and demanding. None of this reflects a lack of goodwill. In many cases, it reflects a lack of confidence that the risk is manageable.

The consequence is that apprenticeships, while valued in principle, can feel fragile in practice. Starts do not always lead to completion, and potential employers can feel hesitant about stepping forward. This is not sustainable for an industry that needs more skilled people, not fewer.

That is why the focus must be on support as well as ambition. Apprentices need clear pathways, consistent mentoring and a sense that there is a future for them in construction beyond their initial training. Employers need reassurance that they are not carrying the responsibility alone, and that the system around them is designed to help apprentices thrive rather than struggle.

At the CIOB, we see apprenticeships as a vital route into construction management and the wider profession. By the end of December 2025, we had 73 apprentices on programme, each one taking a practical step towards a career in the built environment. We also recognise that this is only a starting point. Our ambition is to reach 200 apprentices by December 2026, and to do so in a way that prioritises quality, support and completion.

A key part of that support is progression. For apprentices, knowing that their efforts lead somewhere meaningful matters. Successful apprentices on CIOB programmes can move into membership, becoming part of a professional community with recognised standards and a clear sense of identity. That connection to professionalism helps apprentices see construction not just as work, but as a career with structure, pride and long-term opportunity.

The next phase of this work builds on that foundation. From March 2026, CIOB will have a degree validated by a highly credible UK university. This will enable us to launch a three-year integrated degree apprenticeship in Level 6 Design, Construction and Management from September 2026. The programme is designed to reflect the realities of modern construction, bringing together academic learning, professional values and real-world experience.

Ultimately, the success of apprenticeships will not be measured by starts alone. It will be measured by completion, confidence and progression. That requires a collective effort. Industry bodies, education providers and employers all have a role to play in making apprenticeships work better, especially for those smaller firms who want to help but need clearer support to do so.

The next generation of construction professionals is out there now, deciding where to place their energy and ambition. Apprenticeships remain one of the strongest ways we have to welcome them into our industry. If we are prepared to support them properly and see them through to the end, they can help shape a more skilled, resilient and professional built environment for us all.