How the Recent CITB Changes Will Affect Construction Businesses

The Construction Industry Training Board (CITB) has recently announced significant changes to its funding structure, grant allocations and employer support model. While the intention is to create a more sustainable system in response to increased demand and static levy income, the impact on businesses across the construction sector will be substantial.

Whether you are a small subcontractor or a large principal contractor, these changes will influence how you plan, fund and prioritise workforce development in 2026 and beyond.

 Reduced Access to Short Course Funding

One of the most immediate impacts for many businesses is the removal of funding for most short courses under the traditional grants scheme.

For years, short course grants have helped employers offset the cost of mandatory training such as health and safety refreshers, supervisory qualifications and specialist skills. With this funding route largely withdrawn:

• Businesses will need to self-fund more short-duration training

• Training budgets may come under increased pressure

• Some employers may delay or reduce non-mandatory upskilling

For smaller firms operating on tight margins, this change may feel particularly significant, especially where regular refresher training is required to maintain compliance.

Greater Reliance on Employer Networks

CITB is shifting much of its funding support through Employer Networks (ENs), meaning businesses must engage locally to access financial support.

This change brings both opportunity and challenge.

Potential benefits:

• More collaborative, locally driven training solutions

• Funding aligned to identified regional skills gaps

• Support tailored to groups of employers

Potential challenges:

• Reduced match funding (approximately 50%)

• More administrative engagement required

• Less direct, predictable grant access

Businesses that actively engage with their local Employer Network are more likely to benefit. Those that do not may find access to funding increasingly limited.

Impact on Larger Employers

From April 2026, larger employers (250+ employees) will move to a different funding model and will no longer access Employer Networks.

For large contractors, this means:

• A need for clearer internal training strategies

• Potential increase in direct training expenditure

• Greater accountability for demonstrating return on levy contributions

While larger organisations often have established training departments, the reduction in flexible funding routes may require adjustments to budgeting and workforce planning.

Changes to Qualification and Achievement Grants

The cap on achievement grants for non-apprenticeships and the removal or reduction of certain higher-level qualification funding (including Level 7) may influence long-term professional development plans.

Businesses investing in:

• Senior leadership qualifications

• Advanced management training

• Professional chartership routes

may need to reassess funding assumptions and ROI calculations.

This could slow progression pathways unless companies proactively commit to continued investment.

Apprenticeships Remain a Priority

The positive news is that apprenticeship and new entrant support remains a key focus. CITB continues to prioritise bringing new workers into the industry.

For businesses struggling with skills shortages, this reinforces the importance of:

• Planning apprenticeship intakes strategically

• Making full use of available support services

• Building longer-term workforce pipelines

Companies that lean into apprenticeship recruitment may find this is where the strongest financial and structural support remains.

Increased Need for Strategic Workforce Planning

Overall, these changes signal a shift away from reactive training and towards more strategic workforce development.

Businesses will need to:

• Forecast skills needs more accurately

• Budget more carefully for compliance training

• Engage actively with funding structures

• Monitor levy return more closely

Those that treat training as a long-term investment rather than a tick-box exercise are likely to adapt more successfully.

What Should Businesses Do Now?

To remain competitive and compliant, employers should:

✔ Review their current training plan for 2026
✔ Assess reliance on short course grant funding
✔ Recalculate training budgets where necessary
✔ Strengthen apprenticeship recruitment strategies

Contact Georgina at Georgina@combinedsafetysolutions.co.uk to explore how Combined Safety Solutions can help strengthen and support your training strategy.

Early planning will reduce disruption and ensure businesses continue to meet regulatory requirements and workforce demands.

Final Thoughts

The recent CITB changes represent a structural shift in how training is funded across construction. While the intention is to create a more sustainable system, the reality is that many businesses will face increased financial responsibility for workforce development.

However, companies that take a proactive, strategic approach to training may find new opportunities within the revised system, particularly through collaboration and apprenticeship growth.

The construction industry continues to face skills shortages, regulatory pressures and rising expectations. Investing wisely in training remains essential with or without grant support.