The UK manufacturing workforce is entering another important period of transition. Looking ahead to the 2026/27 financial year, the latest data on engineering apprenticeships presents a mixed but important picture for employers. According to the latest EngineeringUK report, there has been a 5% increase in engineering and technology apprenticeship starts in England.
EngineeringUK states that “apprenticeships in engineering and technology have increased by 5%, but access for young people remains a challenge”. That is an encouraging headline for the sector, but it also underlines the central issue for employers: growth in starts does not automatically mean a stronger long-term talent pipeline.
For manufacturers currently grappling with the skills gap, this growth is a positive signal that investment in vocational training is gaining momentum. However, beneath the surface of this headline figure lies a complex demographic shift that requires immediate attention from industry leaders. While the volume of starts is rising, the composition of the workforce entering these programs is changing in ways that could impact long-term talent sustainability.
At Next Gen Makers, we believe that understanding these trends is the first step toward building a resilient recruitment strategy. This post explores the key takeaways from the latest data and outlines how manufacturers can adapt to ensure their engineering apprenticeships continue to deliver high-quality, long-term value.
The Growth in Numbers: A Win for Engineering and Technology
The 5% rise in apprenticeship starts across engineering and technology is a testament to the resilience of the sector. As digital transformation and the green industrial revolution continue to reshape manufacturing, the demand for skilled technicians and engineers has never been higher. Estimates suggest that demand for roles in engineering, construction, and digital technologies will see the highest growth through to 2030.
This uptick suggests that more firms are recognizing the value of the Apprenticeship Levy and internal training as a primary vehicle for skill acquisition. For the industry to remain competitive on a global scale, this upward trajectory must be maintained. However, the data also highlights a significant shift in who is taking up these opportunities.
Diversity Progress: Women in Engineering Reach 20%
One of the most encouraging data points in the EngineeringUK report is the progress made on gender diversity. Women now represent 20% of engineering and technology apprenticeship starts, up from 17% in the previous year.
In a sector that has historically faced a significant gender imbalance, that 3 percentage point year-on-year rise is a notable step forward. It suggests the talent pool is widening and that outreach designed to challenge outdated perceptions of manufacturing careers may be starting to deliver measurable results.
For employers, this is not simply a diversity metric. It is a strategic workforce issue. A broader intake supports stronger problem-solving, innovation and resilience across teams. However, 20% still remains some distance from parity. To maintain momentum, employers need inclusive workplace cultures and recruitment activity that reaches a wider range of candidates. This is a core part of the Next Gen Makers Best Practice Programme, which helps firms strengthen their employer brand and improve the quality of their apprenticeship offer.
The Strategic Concern: The Decline in Young Talent (Under-19s)
While the overall growth is 5%, a deeper dive into the age demographics reveals a worrying trend for the future of the industry. The growth in apprenticeship starts is being driven almost entirely by the 25+ age group, while starts among under-19s have actually declined.
This shift suggests that manufacturers are increasingly using engineering apprenticeships to upskill or reskill their existing workforce rather than recruiting new, young talent into the industry. While reskilling is essential for adapting to new technologies, it does not solve the long-term “replacement” problem caused by an aging workforce.
Why the Under-19 Decline Matters
If the industry fails to attract young people (school and college leavers), the talent pipeline will eventually run dry. Relying solely on the 25+ demographic often means competing for an existing pool of workers rather than growing the total workforce.
The decline in under-19 starts is often attributed to several factors:
- Access Challenges: A lack of awareness among school leavers regarding the career pathways available in modern manufacturing.
- Entry-Level Gaps: The delay in government initiatives, such as foundation apprenticeships, which were intended to create accessible entry routes for young people.
- Recruitment Friction: Many SMEs find it difficult to navigate the complexities of recruiting and mentoring a 16-to-18-year-old.
For member manufacturers, this is where a strategic pivot is required. We must prioritize building long-term pipelines by proactively targeting the next generation.
Addressing the Skills Gap: What This Means for Manufacturers
The EngineeringUK data reinforces what we see every day at Next Gen Makers: demand for skills remains high, but the entry point into the talent pipeline is still too narrow. For Engineering & Manufacturing employers, the practical implications are clear:
- Avoid the “reskilling trap”: Investing in existing staff is important, but it should not come at the expense of recruiting younger entrants. A healthy apprenticeship strategy needs both workforce development and new talent coming through.
- Focus on accessibility: The 5% rise shows there is still appetite for apprenticeships. Employers should review whether their recruitment process is unintentionally filtering out capable young applicants who may have potential but limited workplace experience.
- Strengthen outreach: Waiting for candidates to discover your vacancies is no longer enough. Manufacturers need a visible presence in schools and colleges, supported by clear, credible messaging about modern engineering careers.
- Prioritise quality: Recruitment alone is not the answer. High-quality onboarding, mentoring and occupational competence are essential if apprenticeship programmes are to convert starts into long-term retention.
This is why we developed the Next Gen Makers Careers Platform. It helps connect forward-thinking manufacturers with young people actively exploring engineering apprenticeships and supports employer visibility with a trusted, employer-backed proposition.
The NGM Solution: Bridging the Gap with Best Practice
To combat the decline in young apprenticeship starts, Next Gen Makers provides a structured framework through our Best Practice Programme. We help manufacturers transition from reactive recruitment to a strategic, sustainable talent pipeline.
The Engineering Apprenticeships Employer Accreditation
A key part of the solution is achieving the Engineering Apprenticeships: Employer Provider accreditation. This accreditation signals to young people, parents and educators that your company provides a high-quality, supportive environment for learners. In a competitive market where under-19s have many options, having a recognised mark of quality can be the deciding factor when a candidate compares one apprenticeship with another.
Improving the Onboarding Experience
The decline in young starts is often exacerbated by high turnover in the first six months. Our programme assists manufacturers in developing robust mentoring and onboarding processes specifically tailored for younger workers. By improving the “retention” side of the equation, the overall numbers for the industry will naturally begin to stabilize.
A Forward-Looking Outlook for 2026
The 5% increase reported by EngineeringUK is a platform to build upon, not a reason for complacency. As we move further into 2026, the focus must shift toward quality and accessibility.
We encourage our members to review their current apprenticeship data. Are you seeing an increase in diverse applicants? Is your age profile trending toward older workers? If so, it may be time to reassess your engagement strategy.
The manufacturing sector is at a crossroads. We have the technology, the demand, and a growing interest from women in the sector. What we need now is a concerted effort to reopen the doors for young people under 19. By utilising the tools available through the Next Gen Makers community, manufacturers can ensure they are not just following the trend, but leading it.
Conclusion: Take the Next Step
The data is clear: engineering apprenticeships are growing, but the youth pipeline remains under pressure. For manufacturers, the challenge is not simply to create more starts, but to build higher-quality programmes that attract, develop and retain the next generation of engineering talent.
If you want to benchmark your current approach, take our Apprenticeship Self-Assessment to see where your scheme stands or book a call with the Next Gen Makers team.