Reframing Apprenticeships

By Laura Larsson, Research and Impact Manager

At Coach Core Foundation, we’ve always believed in the power of apprenticeships, not just as a route into employment, but as a platform for equity, confidence, and community development. For over a decade, we’ve worked closely with small and micro employers across the UK who provide life-changing opportunities to underrepresented young people in the sport and physical activity (S&PA) sector. 

Over time, a pattern began to emerge. Through conversations with our network, we repeatedly heard the same challenges:

• low wages pushing young people out,
• transport logistics hindering attendance,
• and a growing need for more pastoral support. 

In early 2025, we moved beyond the anecdotes. We commissioned an independent research study from the Centre for Social Justice in Sport and Society at Leeds Beckett University, driven by a need to understand these challenges at scale and in detail, from the perspective of those employers working day-in, day-out to support young people. This research was part-funded by Sport England.

The Apprenticeship Paradox 

The findings reinforced what we suspected: while apprenticeships remain one of the most powerful tools for social mobility, the system isn’t working equally for everyone, especially not for small employers or marginalised young people. 

This isn’t an isolated conclusion. According to the Resolution Foundation (2023), young people aged 18–24 are the most likely to be in low-paid, insecure work. While apprenticeships are designed to combat that, many are priced out from even starting particularly in high-cost areas. The government-set apprentice minimum wage (£7.55/hour as of April 2025) is far below the Living Wage, a figure the Living Wage Foundation now places at £12 nationally and £13.15 in London. 

Add to this the rising cost of public transport, especially in rural areas and urban outskirts, and you have a significant access barrier. Research by Youth Futures Foundation (2022) confirms that transport and location are among the top three factors preventing young people from taking up employment or training opportunities. 45% of respondents to Youth Employment UK’s Youth Voice Census 2024 said it was an issue. 

The S&PA sector has an inclusion ambition but not yet the infrastructure to fully realise it. From outdated perceptions about what apprenticeships are, to recruitment systems that don’t reflect lived experience, we’re still asking young people to navigate a system not built with them in mind. 

What Employers Told Us 

The Coach Core-commissioned report uncovered clear friction points that echo what many other sectors are experiencing: 

• Low pay is a critical barrier, not only for attracting talent, but for enabling retention. 

• Travel and transport remain daily hurdles, often determining whether an apprentice can take up or sustain a placement. 

• Work readiness is a widespread concern, with employers taking on additional emotional and pastoral care without consistent support. 

• Diversity targets are frequently aspirational rather than operational. Employers want to diversify their workforce but often lack the resource or know-how to do so effectively. 

These findings are backed by a 2024 Learning and Work Institute survey, which revealed that 42% of employers do not feel confident supporting apprentices with additional needs, and nearly half said they didn’t know how to attract more diverse applicants. 

What’s Working—and Where We Go Next 

From mentoring models that truly understand the apprentice’s world, to recruitment innovations like video applications and localised talent spotting, alongside employers we are finding creative, human-centred ways to build supportive environments. 

Apprenticeship success stories often depend less on formal structures and more on relationships, on workplaces where expectations are clear, support is embedded, and apprentices are truly seen and heard. 

The message is clear: apprenticeships thrive when relationships are strong, expectations are realistic, and systems flex to meet real-world complexity. 

Our job now is to amplify these practices, influence policy, and build a culture of shared learning across the sector. That means advocating for: 

• Higher wages for apprentices, particularly in high-cost regions 

• Funded travel support 

• Tailored training and mentor development, reflecting the diversity and needs of today’s apprentices 

• Inclusive recruitment strategies rooted in community connection, not just compliance 

A Shared Responsibility 

As this report shows, small and micro employers are doing incredible work often with limited resources and under the radar. Their stories are a testament to the impact that thoughtful, inclusive employment models can have on young lives and local communities. 

We believe apprenticeships should be seen not just as cost-effective labour, but as a strategic investment in a stronger, fairer future for sport and society. That starts with acknowledging the barriers and co-designing the solutions with employers, with young people, and with policymakers.