Construction skills shortages are a global challenge — and one that CIOB has made a central priority. In developing our 2023–28 Corporate Plan, we identified tackling industry skills gaps as a key strategic theme. With the plan now at its halfway point, and ahead of National Careers Week next week, it feels like the right moment to take stock of what we’ve achieved so far.

Here’s a look at the progress made across seven key areas.

1. Understanding the Gaps: Our Skills Gap Survey

The first step in solving any problem is understanding it. That’s why one of our earliest priorities was producing a comprehensive Skills Gap Survey, drawing on the expertise of our international membership to gather the business intelligence we needed.

The findings have directly shaped the development of our CIOB Academy Bitesize modules — short, focused learning resources covering four priority themes:

• Building Standards (including fire safety)

• Modern Professionalism

• Environmental Sustainability

• Modern Technology

These modules will be designed and made available from the second half of 2026 by sector-leading subject matter experts with an international audience in mind. Hosted on the CIOB Academy website, they will serve as accessible entry points that encourage progression to more advanced learning and substantive qualifications.

2. Growing Our Apprenticeship Programme

Since joining the Apprenticeships Provider and Assessment Register (APAR), CIOB has made significant strides in delivering high-quality apprenticeship training. Following a monitoring visit, Ofsted confirmed CIOB is making reasonable progress — a strong endorsement for a relatively new provider.

Since launching in 2024, we’ve grown our apprentice numbers to 80 — with 40% female learners, which is an encouraging sign for diversity in the sector. Apprentices are progressing across six occupational standards, ranging from Level 3 Construction Support Technician to Level 6 Design and Construction Management.

We’ve also launched our apprenticeship management system, enabling real-time tracking of apprentice progression and hosting learning resources, curricula, and individual training plans.

Perhaps most excitingly, we have secured a university partner to validate a new degree, which will be delivered by CIOB as part of an apprenticeship. Launching in September 2026, this will mark a significant milestone — CIOB’s first BSc degree qualification.

3. Recognising Achievement: Digital Badges

In May 2025, CIOB launched digital badges for Chartered Members, Fellows, and Technical Members — giving professionals a way to visibly showcase their chartered status and the skills they’ve worked hard to achieve.

Digital badges are verifiable, shareable credentials that help employers identify qualified candidates and give members well-deserved recognition in the marketplace. The response has been impressive: over 8,244 members have already adopted a badge.

Looking ahead to 2026, we plan to extend badges to Chartered Company members and selected Academy courses, broadening the impact even further.

4. Influencing Policy: Advocating for the Sector

Skills gaps aren’t just a training challenge — they require systemic policy responses. Through our Policy & Public Affairs function, we have consistently engaged with policymakers across all political parties to highlight the opportunities the built environment offers and to push for greater sector stability.

The 2024 UK General Election brought renewed political commitment to construction, with ambitious targets including 1.5 million new homes and significant infrastructure renewal. Our advocacy has put CIOB at the table for these conversations.

Since 2023, our policy work has included:

• Publishing four pieces of research covering capacity constraints, career attitudes, employing people with criminal convictions, and the Real Face of Construction 2023 — alongside broader work on mental health and AI.

• Hosting roundtable discussions with policymakers and industry leaders, particularly at political party conferences.

• Contributing to numerous central and devolved Government consultations.

• Meeting regularly with policymakers across England and the devolved nations to advance ideas such as a Built Environment GCSE and improved careers advice.

5. Developing Tomorrow’s Leaders

Our cross-membership Tomorrow’s Leaders (TL) community continues to go from strength to strength. As of October 2025, membership stands at 15,830, with 198 active TL Champions working with hub committees globally to deliver local events and engagement activities.

To better engage students and support the recruitment of new members, we’ve also introduced a TL Student Challenge Toolkit, helping hubs and universities around the world run impactful challenge events.

Later this year we will be introducing further resources to support those in early career to develop their skills, including a toolkit to support hub delivery of audience specific face-to-face events and online mentoring programme. We will also be evolving our Steppingstones product, helping individuals to understand and start to prepare for chartered membership at an earlier stage in their professional journey. 

6. Inspiring the Next Generation: CIOB Aspire

Addressing long-term skills gaps means inspiring people before they even enter the workforce. That’s the mission behind CIOB Aspire, our early careers hub designed to support 14–19-year-olds and career changers in discovering opportunities in construction.

Aspire signposts young people, parents, teachers, employers, and those looking to change career to relevant information, resources, and opportunities. Partnerships with organisations including STEM Learning, Build UK (Open Doors), Futures for All, Unifrog, and the Built Environment Schools Trust support school talks, site visits, student challenges, and career insights.

We’ve also relaunched the CIOB Think Construction Toolkit, providing construction ambassadors with lesson plans, presentation templates, and marketing materials to engage schools, colleges, and community groups and developed a new Careers in Sustainability in Construction video to highlight emerging opportunities available in the industry.

7. A new Platform for Workforce Skills 

On the publishing front, CIOB People — our online magazine focused on people development, leadership, diversity, mental health, and workforce skills — was rebranded as CM People in April 2025, integrating with the wider Construction Management platform to reach an even broader audience.

Looking Ahead

The progress made since 2023 across all of these workstreams is genuinely encouraging — and reflects the dedication of CIOB Trustees, members, and colleagues who have invested their time and expertise to make it happen. Thank you to everyone involved.

Of course, there is still much more to do. The skills challenge facing the built environment is long-term and multifaceted, and our work within this Corporate Plan — and beyond — will continue to evolve in response. We’ll be sharing a further update as we approach the end of the plan period, so watch this space.