Sustaining the apprenticeship pipeline for future leaders in FM

THE CHAIR OF IWFM’S VIEW
ANDREW HULBERT,
FOUNDER AND VICE CHAIR OF PARETO FM & CHAIR OF THE INSTITUTE OF WORKPLACE AND FACILITIES MANAGEMENT

The UK government’s recent announcement to refocus apprenticeship funding towards young people aged 16 to 21 presents a significant opportunity for the workplace and facilities management sector. With a commitment to unlock 30,000 new apprenticeship starts and a record £3 billion budget, this policy signals a major push to equip young domestic talent with the skills needed to enter key industries. As a sector with growing demand for both operational and strategic capability, WFM is well positioned to benefit from this renewed investment in early-stage training.

The decision to withdraw funding for Level 7 postgraduate apprenticeships from January 2026 for those aged over 21 has raised concerns across a range of sectors. These apprenticeships have provided an important pathway for experienced professionals to upskill or transition into leadership roles, particularly in areas such as sustainability, compliance and asset strategy. However, for workplace and facilities management, this change also presents a chance to reimagine talent pipelines and shape new approaches to leadership development.

I recognise the complexity of this policy shift. Yet with a crisis in skills, there is also a clear opportunity for WFM employers to take a leading role in building the workforce of the future. By actively engaging with the reformed skills landscape, organisations employing WFMs can help attract young people into the profession earlier, providing structured training and meaningful career progression from the ground up.

FM has long been an industry where on-the-job experience, mentorship and applied learning are highly valued. The government’s emphasis on technical pathways and employer-led provision plays to the strengths of our sector. It allows businesses to shape their own training programmes to drive organisational competence, aligned to the needs of their clients and the evolving demands of the built environment.

This renewed focus on younger apprentices could also support diversity and inclusion. By reaching future professionals at the beginning of their careers, the WFM sector has the chance to widen participation via inclusive recruitment practices and build a workforce that reflects society. Initiatives supported by IWFM, including sector-wide EDI commitments and inclusive leadership programmes, will continue to play a key role in ensuring these new routes into WFM are open to all.

While the removal of public funding for postgraduate apprenticeships presents a challenge, it should not signal the end of leadership development in WFM. Employers may now look to invest in modular professional qualifications, bespoke in-house programmes or partnerships with higher education providers and for the kind of focused CPD programmes that IWFM offers. New models of executive learning, co-funded with private investment, can still support the progression of mid-career professionals and future leaders.

In short, the apprenticeship reforms mark a turning point. They invite workplace and facilities management to focus on early talent with renewed energy, while also prompting the sector to explore fresh and creative solutions for advanced skills development. If embraced strategically, this could lead to a more sustainable, homegrown leadership pipeline – one that meets both the immediate operational needs and long-term strategic ambitions of the WFM profession.