NAW 2025: Will reforms remove barriers to apprenticeships?

But are they enough? And do they truly address the deeper structural issues that have hindered the growth of trade apprenticeships for so long?

Administrative burden

The demand for skilled workers in construction has never been higher. Every year, eager individuals seek to enter the industry through apprenticeships, yet the number of businesses able to take them on remains frustratingly low.

One of the most significant barriers is the perceived administrative burden that accompanies apprenticeship programmes.

The complexity of compliance, funding applications and rigid training structures has deterred many small businesses from participating.

By streamlining the apprenticeship process, the government is addressing a crucial bottleneck that has long stifled workforce growth in the construction sector.

The decision to allow apprentices to progress without having to complete mandatory maths and English qualifications is a significant step forward for social value initiatives, particularly in sectors such as construction.

Inclusive pathways

This change is an opportunity to create more inclusive and diverse pathways into skilled trades.

It will ensure that individuals from all backgrounds, including those who may not have thrived in a traditional academic environment, can pursue careers in construction.

By removing this barrier, businesses can tap into a wider talent pool, offering apprenticeships to people who bring different strengths, skills and experiences to the table.

This aligns perfectly with social value initiatives that aim to provide equal opportunities, reduce unemployment and increase access to well-paying, sustainable jobs in communities where locals may have been previously excluded from such opportunities.

Not only does this change support apprentices in completing their training with greater flexibility, but it also reflects a shift towards more holistic approaches to skill-building, where practical skills and on-the-job learning are valued over traditional academic qualifications.

Driving social change

For employers, this is a chance to nurture a workforce that reflects the diversity of the communities they serve, ultimately driving social impact while also benefiting their businesses.

The reforms can create an environment where apprenticeships serve as a genuine route to social mobility, empowering individuals and making a lasting difference in communities across the UK.

It’s a win for businesses, apprentices and society as a whole, and one that encourages inclusion and opportunity for all.

Additionally, reducing the minimum apprenticeship duration from 12 months to eight months marks a significant shift.

With the industry evolving rapidly in response to new technologies and methods, a quicker apprenticeship path allows businesses to stay ahead of the curve by fast-tracking skilled workers who can immediately contribute to new techniques, products and standards.

Systemic challenges

However, while these changes are a step in the right direction, they do not fully resolve the systemic challenges facing construction apprenticeships.

The industry is notorious for its tight margins. For many small firms, taking on an apprentice is a daunting financial and logistical commitment.

The reality is that even with streamlined processes, many small businesses still lack the resources or confidence to manage apprenticeship programmes effectively.

Government intervention must go beyond deregulation. It must provide tangible, accessible support that enables small businesses to succeed in their role as training providers.

Investment risks

Another significant hurdle remains the perceived risk of taking on an apprentice.

Apprenticeships require long-term investment, yet the construction sector is highly volatile. A small business might secure a lucrative contract one year and face a downturn the next.

This unpredictability makes the prospect of hiring an apprentice a gamble, particularly when there is no guarantee of steady work.

Many small firms fear that an apprentice’s training could be disrupted by market fluctuations, ultimately rendering the effort and investment futile.

Recruitment is another challenge. Despite growing interest among young people in construction careers, small firms struggle to attract talent in the face of competition from larger companies with well-established apprenticeship programmes.

These bigger players often offer superior incentives, training resources and clearer career progression pathways, making them more attractive to potential apprentices.

The consequence? Small businesses – despite being the backbone of the industry – are often sidelined in the talent pipeline.

Addressing the imbalance

Addressing this imbalance requires a national strategy to promote apprenticeships in small firms.

Collaboration between the government, educational institutions and industry bodies is essential.

Targeted marketing campaigns, partnerships with local schools and colleges, and financial incentives for employers and apprentices could significantly improve recruitment efforts.

Providing dedicated support networks, mentorship programmes and apprenticeship coordinators for small businesses could further level the playing field.

The construction industry is unlike any other, and apprenticeship policies must reflect this reality. A one-size-fits-all approach will not work.

The government must recognise the distinct challenges small construction businesses face, from project-based workflows to fluctuating demand, and tailor apprenticeship policies accordingly.

Small firms need more than just regulatory relief; they need a holistic support system that includes financial assistance, workforce planning solutions and stronger industry collaboration.

Support for small businesses

Additionally, they must no longer be treated as an afterthought in policy discussions.

Small construction companies constitute the vast majority of the sector, yet they are often expected to navigate complex apprenticeship systems with limited guidance and resources.

Bridging this gap requires not only financial investment but also a commitment to fostering community-driven solutions, mentorship and accessible training frameworks.

The future of the construction industry hinges on its ability to attract, train and retain skilled workers.

These latest reforms are a promising start, but they must be part of a broader, long-term strategy that ensures small businesses – which form the backbone of the industry – are equipped to play their crucial role in training the next generation of skilled professionals.

The Masonry Association is committed to helping small businesses navigate these changes whilst ensuring that they can fully capitalise on the new opportunities available.

Together, we can build a stronger future for the construction industry, one apprentice at a time.

Eve Livett is CEO of the Masonry Association.