The company raised target three times as employees and clients went above and beyond for Duchenne UK.
TRAD UK has reached the end of its fundraising campaign for Duchenne UK with an amazing total of £30,000. The charity was chosen because of its support for Thomas, son of two TRAD employees, who was diagnosed with Duchenne muscular dystrophy 18 months ago.
Starting with an initial target of £7,000, TRAD has had to raise the target three times, and has been overwhelmed by the support from both employees, clients and suppliers during the fundraising year.
“I’m incredibly proud of the team at TRAD,” says MD Colin Dobson. “They have been an incredible support to Danielle and Liam, Thomas’s parents, and they have made so much effort to raise money for this very special charity. We’ve been blown away by the engagement across the business – and from our loyal clients and suppliers – to help us reach this fantastic goal.”
The final fundraising challenge of the year was on March 14th where six of TRAD’s team took part in a skydive at UK Parachuting in Peterborough. Congratulations to Darren Cooper, Cameron Stuart, Tom Mason, Kyle Sykes, Martin Riches and Ian Given, who represented TRAD from across the country!
The money raised will go towards Duchenne UK’s research into the condition, and Thomas’s parents are delighted to be able to make such a huge contribution to the charity’s work.
“When we originally asked TRAD if they would consider sponsoring Duchenne UK, we weren’t expecting to raise anything like this amount,” says Danielle, Thomas’s Mum. “We would have been so grateful for any amount, but £30,000 is just an incredible amount and it will help the charity do so much for children like Thomas. We couldn’t be more thankful to everyone at TRAD and everyone else who has supported this amazing cause.”
TRAD’s new fundraising partner will be announced in April.
Businesses overlook good customer relationships at their peril. It only takes a quick glance at Amazon or TripAdvisor reviews to see how important customer service is and what a difference it makes to a business’s success.In this article, ScaffMag talks to Perry Todd and Joe Thompson of Layher UK, whose focus is on ensuring that customers have the best quality training and support at all times, and to Des Moore, Layher’s Brand Ambassador, who helps both existing and potential customers understand the commercial benefits of using the company’s products.In the scaffolding industry, service is exceptionally important. Whether you are selling or renting equipment, or providing scaffolding contractor services to end clients, understanding the commercial power of good customer service can be the difference between success and failure. That’s why Layher, for example, has created a set of values that are focused on the customer – Service, Support, Solutions and Supply. These values allow the company to bring together expertise in a number of areas to deliver a unique approach to customer service.
Perry Todd and Joe Thompson
Service and Support in Action
We spoke to Layher staff members Perry and Joe to find out exactly how they support their customers. Both have great industry experience – Joe has worked for Layher for 27 years, starting as a forklift truck driver and moving into training as his career progressed. He now delivers training and after-sales specialist support to Layher customers, and he has broad experience across the business in sales, training, and support functions.
Perry grew up in South Africa, after his Dad, who worked for SGB, got a contract out there. Perry ran his own scaffolding business in South Africa and used Layher Allround as part of his work. He also ran a training centre just outside Johannesburg offering training across a range of scaffolding systems. Layher approached Perry and asked him to put together some training for South African customers, so he already had an excellent working knowledge of the product when he and his wife decided to move back to the UK a couple of years ago. Now working for Layher full-time, Perry offers on-site support and training to customers.
“We offer a range of training courses,” says Joe. “Our main training offer is the System Scaffolding Product Training Scheme (SSPTS) course, which we offer to anyone with a minimum of CISRS Part 1 qualification. There’s a basics course for non-scaffolders, and one-day product-specific courses to help people get acquainted with the Allround product and understand how to use it most efficiently. Our other courses include specialist training for bridge trusses, stair towers and temporary roofing, as well as product familiarisation for our customers’ sales teams so that they can pitch to their own customers confidently. Finally, we offer Scaffold Inspection courses, which help to put our customers fully in control of their projects from start to finish.”
Dedicated on-site Support
Whether it’s your first build with Layer Allround, or you’ve been a customer for years and you have a complex project to manage, with additional labour on site, Layher’s dedicated on-site support is available to customers at no additional cost.
“I’ve worked with our customers on some very complex projects since I joined Layher,” says Perry. “For example, I supported a customer on a project inside the Humanities building at Oxford University. This was a suspended scaffold, so no scaffolding on the floor at all. And I’m currently working on a large bridge project – in all these cases, I study the design to make sure it’s the most efficient and safest design, and then I’ll go to the site to work with the team to make sure they are confident, and that any new people on site understand the system and what they are building with it.”
Joe has also recently given on-site training at Hinckley Point. “A lot of our practical training is done at whichever of our four depots is closest to the customer,” he says. “But we also do a lot of training on site, where that’s more appropriate. We cover the whole country to support our customers in the best way.”“On-site training is a great way to reinforce any original training courses,” says Joe. “While initial training is fresh in the mind for a couple of days, it could be several weeks until scaffolders are actually on a job, and then some of the elements of the training might have faded from their memory. So working with them on site allows them to refresh that training and see exactly how it all works in practice.”
Designing Services to Work for the Customer
One of the best things about Layher’s approach is that it’s completely flexible to the customer’s needs. “On some occasions, where a customer is investing heavily in Layher Allround, we will build training and support into the initial package,” says Joe. “For most customers, though, it’s a case of designing the training and support to deliver what they need, when they need it.”
That means that the company might offer SSPTS training at the start of a relationship, and then again when new scaffolders are recruited, or when the customer takes on a larger job and needs more labour.
“Of course, we train on the essential product range, but it may be that a customer is using a new product that has just come on board, or that they haven’t used before. We’ll put together dedicated training for that – at our facilities or on-site – to make sure they are confident from the very beginning.”
Supporting Clear Commercial Thinking
This practical training is built on by the commercial training which Des Moore runs for Layher customers. Courses include the commercial benefits of choosing system scaffolding, and how to make the most of system scaffolding once you have chosen the Layher option. Des is also very open to creating bespoke courses for Layher clients that support them in particular areas – such as strategic planning or running a successful system scaffolding business.
“From my point of view, with more than 50 years’ experience in the industry, I know that this approach makes a big difference to scaffolding contractors,” says Moore. “It’s easy to sell something and leave the customer to get on with it, but the success of a business like Layher is inextricably linked to the success of its customers – so why wouldn’t you invest in helping them to get the very most from your products?”
Des has already run several of these courses for Layher’s existing customers, and delivered information to prospects so that they can make informed commercial decisions about choosing to use system scaffolding in the first place, and then selecting which supplier to use.
“What I like about working with Layher, is that there’s so much product expertise in the business,” says Moore. “From the sales team to the after-sales support, there’s a real focus on practical experience – I have it myself, having used Layher Allround for a long time during my career. Having access to all that expertise and experience is a real positive for customers, because they know we have the ability and desire to support them at every point in their Layher journey.”
In a landmark move for the global scaffolding industry, the UK’s National Access and Scaffolding Confederation (NASC) and the Scaffolding Association Australia (SAA) have signed a Memorandum of Understanding (MoU) aimed at strengthening international cooperation and raising safety standards across the sector.The strategic agreement, signed in both London and Brisbane, is seen as a significant step forward in aligning standards, training, and best practices between the two countries — and potentially, further afield.The MoU outlines a commitment to share expertise, improve training, and support the development of safer, more efficient scaffolding and access systems. It builds on each organisation’s existing networks and expertise with a clear goal: to foster a globally recognised standard of excellence within the industry.Clive Dickin, Chief Executive of NASC, described the agreement as a “major milestone”.“This is another major milestone in the establishment of a global access and scaffolding sector working to uniformly high standards of safety and compliance,” he said. “We want all scaffolders, regardless of where they work in the world, to benefit from the same protections and standards.”He also urged those commissioning scaffolding services to prioritise contractors who align with these high standards, helping to embed safety into procurement processes globally.Robert Thiess, National Chair and Managing Director of the SAA, echoed the enthusiasm.“We’re absolutely thrilled about this agreement,” he said. “It’s a big step towards better and safer standards of scaffolding around the world. We look forward to working closely with NASC to make this vision a reality.”
Four Pillars of Partnership
The new partnership will focus on four key areas:
Training and Education: Exchanging best practices from the UK and Australia to elevate workforce development.
Equipment Testing: Sharing knowledge on scaffold and access equipment testing to improve user safety.
Operational Efficiency: Collaborating on methods to deliver access solutions more efficiently while reducing risks.
Standards Recognition: Working towards mutual recognition of membership and educational standards.
A Global Network of Expertise
Founded over 80 years ago, NASC represents over 800 members in the UK and offers training, consultancy, and support services. SAA, meanwhile, plays a key role in shaping access and scaffolding standards across Australia and has strong ties within the Australasian construction sector.The new agreement also complements existing international partnerships. Both NASC and SAA have a similar MoU in place with Scaffolding, Access & Rigging New Zealand (SARNZ), forming a growing alliance of industry bodies committed to improving safety and raising the bar worldwide.As the scaffolding industry continues to evolve in an increasingly connected world, both organisations say they are confident this partnership will lead to “high-impact advancements” in safety, innovation and international cooperation.
Layher, the global scaffolding innovator, is preparing to make a statement at Bauma 2025—not only with cutting-edge products and services but also with a striking new visual identity that reflects its forward-thinking approach.Under the guiding theme “Your More. The Possibilities from Us,” Layher’s showcase will highlight a raft of innovations focused on safety, digitalisation, and sustainability—designed to support customers in tackling the challenges of modern construction.
A New Look for a New Era
In a move that symbolises its evolution, Layher unveiled a refreshed corporate image, including a newly developed typeface inspired by its scaffolding systems. Designed to reflect the increasing digitalisation of the construction world, the new font draws on the structural clarity of scaffolding bays and levels, stacking letters in a way that visually mirrors the grid of modular scaffolding.“Our new typeface is derived from the Layher logo and symbolises the human actor within a structuring framework,” the company said. “It’s a constructive element, open to change and innovation—just like the scaffolding system itself.”Layher’s new logo for a new eraThis modern design will be reflected across Layher’s digital platforms, printed materials, and its redesigned website, which has been optimised for easier access to product information, services, and customer-focused solutions.
Greener Construction with CO?-Reduced Decks
One of the headline innovations on display in Munich will be Layher’s new CO?-reduced Steel Deck LW, offering a 40% lower carbon footprint while retaining the trusted performance of its predecessor. Certified by TÜV, the low-emission deck helps customers meet sustainability targets and gain a competitive edge—especially in public tenders and funding applications where carbon credentials matter.
Next-Level Safety with SoloTower and SafetyPlus
Layher’s SoloTowerLayher’s SoloTower mobile scaffold has also been re-engineered for greater safety and compliance. Now featuring the Safety Structure P2 SAFETYPLUS, the updated rolling tower can be assembled and dismantled by a single user without compromising on safety. The system ensures that side protection is in place before ascending to the next level, fully aligning with DIN EN 1004 standards and current European safety legislation.
Smarter Sites with SIM and SIM2Field
The integration of digital solutions continues with the Layher SIM process, now featuring the new SIM2Field tool that brings 3D planning closer to real-world application. This innovation improves cost control, transparency, and scheduling for scaffolding operations—essential in an industry where precision and timing are key.Layher will also present new additions to its modular scaffolding range, including:
The Allround Bridging System for heavy-duty spans up to 30 metres.
The Allround FW System for spans up to 20 metres with minimal components.
The lightweight Aluminium TwixBeam and high-strength FlexBeam,now available in an O-version compatible with mobile weather protection roofs.
These systems are designed for a wide array of applications, from footbridges and façade scaffolds to intricate industrial builds and historical renovations.Xtra-Slim steel planksAlso debuting at Bauma is the Xtra-Slim steel plank—just 20mm thick and ideal for tight corners and complex layouts. Combined with a new 3-metre steel plank option, Layher continues to deliver practical on-site innovations that improve both safety and speed of assembly.With Bauma 2025 runningfrom 7–13 April, Layher invites construction professionals to experience its vision for a more digital, sustainable, and efficient scaffolding industry.“Your success is our objective,” the company says in its latest newsletter. “That’s why we’re offering more: more innovation, more support, more possibilities.”
Austrian formwork and scaffolding giant Doka is preparing to make a bold statement at Bauma 2025 in Munich, with more than 40 product innovations to revolutionise construction site productivity and support a more sustainable construction future.Visitors to the world-renowned construction trade fair will find Doka’s sprawling outdoor stand (FN.420 – FN.423) transformed into a high-tech showcase, where automation, robotics, digital tools, and climate-conscious construction materials take centre stage.Speaking ahead of the exhibition, Robert Hauser, CEO of Doka, said:“We cannot build the future with yesterday’s methods. The construction industry is facing enormous challenges – above all, it must overcome its productivity stagnation. Through consistent digitalisation and new technologies, we aim to create real value for our customers.”Among the headline announcements is the re-engineered DokaXbot Lift – an automated lifting assistant for formwork installation. First unveiled as a prototype in 2022, the upgraded version now offers intuitive ground-level controls, automatic fine-tuning, and the ability to compensate for uneven flooring. Capable of positioning formwork up to 5.7 metres high, the DokaXbot Lift enhances safety and efficiency on high-rise builds and will feature in live demonstrations throughout the show.Another key innovation making its global debut is Doka LeanForm, an assembly method that enables complete wall formwork units to be safely pre-assembled at ground level. Once complete, units are lifted into place via crane – reducing risk, saving time, and improving site ergonomics.Doka’s commitment to greener building practices is also clear, with the introduction of an intelligent heated formwork prototype. The technology supports the curing of low-carbon, CO?-reduced concrete by applying targeted heating to accelerate strength development – addressing a key challenge in the transition to more climate-friendly materials. Embedded digital sensors provide real-time monitoring, offering contractors valuable data on concrete performance.“CO?-reduced concrete is a key driver of change,” Mr Hauser added. “With our heated formwork, we are showing that formwork can be a powerful tool in the decarbonisation of construction sites. It’s more than just support – it’s an enabler.”Also on display will be Doka’s new FormDrive system – a mobile, automated control unit that lifts and manoeuvres climbing systems and wall formwork, reducing manual effort and increasing on-site safety.Visitors can also explore the next generation of slab and wall formwork, including the DokaXdek, Xlife, and heavy-duty shoring systems like DokaXshore and UniKit.
Scaffolding solutions
In partnership with AT-PAC, Doka will spotlight a range of new scaffolding solutions, targeting both the construction and industrial sectors. These include advancements in façade scaffolding, access systems, and shoring applications. A dedicated scaffolding zone will feature a towering 30-metre Ringlock scaffold structure with an integrated viewing platform, offering panoramic views of the Bauma grounds.Bauma 2025 takes place from April 7–13 in Munich and is expected to attract hundreds of thousands of visitors from across the globe.
Hong Kong is set to scale back its iconic use of bamboo scaffolding as officials take steps to improve safety standards on building sites.In a policy shift announced this week, the Development Bureau said steel scaffolding would replace bamboo on at least half of all new public construction contracts. The move follows a string of fatal incidents – with 23 workers killed in bamboo scaffold-related accidents since 2018.Bamboo scaffolding has long been a hallmark of Hong Kong’s urban landscape, wrapped around skyscrapers and neon shopfronts alike. Lightweight, flexible, and relatively inexpensive, it has been used for everything from small-scale renovations to the construction of major high-rises.The practice, with roots stretching back centuries across Asia, is unique for its speed and efficiency. Bamboo poles – fastened with nylon straps instead of nuts and bolts – can be quickly erected even in the city’s narrowest streets. Generations of skilled scaffolders have passed down the technique, which is as much a craft as a trade.Scaffolders erecting bamboo scaffolding in Hong Kong / Stock photoBut authorities say the material’s limitations are now too risky to ignore. Bamboo is highly flammable, can deteriorate over time, and varies in strength – making it increasingly unsuitable for modern, high-risk worksites.“Bamboo has intrinsic flaws that raise serious concerns,” said Terence Lam, a spokesperson for the Development Bureau. “We need to prioritise worker safety.”Currently, around 80% of scaffolds across the city are still made from bamboo, according to industry estimates. While steel scaffolding is more expensive – often two to three times the cost – it is widely seen as more robust, reliable, and better aligned with international safety standards.The Association for the Rights of Industrial Accident Victims welcomed the change, calling on private developers to follow the government’s lead.“Lives are being lost. Even if metal costs more, it pays off in long-term safety,” the group said. “This shift has been a long time coming.”Some, however, see the move as the end of a cultural era. For many residents, bamboo scaffolds are a visual signature of the city – a striking contrast of tradition against modern glass and steel.“It’s part of Hong Kong’s identity,” said one veteran scaffolder in Sham Shui Po. “But we can’t keep holding on if it puts people in danger. The world is changing.”
Altrad Group, one of the world’s leading industrial services providers, is marking its 40th anniversary this year, celebrating a remarkable journey from humble beginnings to a global powerhouse.Founded in Montpellier, France, in 1985 by entrepreneur Mohed Altrad, the Group began as a struggling scaffolding manufacturer. Four decades later, it employs around 65,000 people worldwide and generates more than €5.45 billion in annual revenues.From its inception, Altrad’s growth has been driven by a strong set of human values – respect, solidarity, courage, humility and conviviality – which have underpinned its evolution from a regional French business into an integrated global player serving the energy, construction, and industrial sectors.The early acquisition and revival of an insolvent scaffolding company laid the foundations for what would become a highly successful buy-and-build strategy. Major turning points came in the mid-2010s with the acquisition of several historic businesses including Hertel (2015), Prezioso Linjebygg (2016), and Cape Plc (2017) – each with legacies stretching back over 100 years.These strategic moves marked Altrad’s shift from being known primarily for construction equipment to becoming a fully-fledged industrial services group. The transformation continued at pace with further acquisitions of companies such as Doosan Babcock, Sparrows, Endel, and RMD Kwikform – adding some 20,000 employees to the business since 2020 alone.Mohed Altrad“Our expansion has always been strategic and focused on creating long-term value for our clients,” said Mohed Altrad, the Group’s Founder and President. “This milestone is a moment of pride, but also a chance to reaffirm our commitment to the values that have shaped our culture since day one.”
A Global Footprint with Local Impact
Today, Altrad operates across six major regions – the UK & Nordics, Continental Europe, MENA, APAC, the Americas, and Africa. Its business is split between services (84%) and equipment (16%), with approximately €1 billion of annual revenue now coming from clean energy sectors including nuclear, hydrogen, and wind.This diversification, the company says, has helped it weather economic cycles, provide stable employment, and support clients through their own sustainability transitions. Altrad is also active in some of the world’s most iconic restoration projects, including the Notre Dame Cathedral and the Eiffel Tower in Paris.Central to Altrad’s success is its people-first philosophy. The company continues to invest heavily in its workforce, nurturing talent across its global operations and encouraging long-term career development.It’s a commitment that extends beyond business. Through its Altrad Solidarity endowment fund, the Group supports social causes and grassroots initiatives worldwide. Its long-standing sponsorship of the French national rugby team and New Zealand’s All Blacks also reflects the company’s passion for teamwork, unity and community engagement.As Altrad enters its fifth decade, the Group shows no signs of slowing down. Its focus remains on innovation, client satisfaction, and playing a meaningful role in shaping a more sustainable future.“We are proud of our humble roots and the important role we play today in maintaining critical infrastructure and supporting economies,” said Mohed Altrad. “With our values guiding us and our talented people driving us forward, we look to the future with confidence.”
HAKI Safety has completed the acquisition of Trimtec, a Swedish distributor of high-tech precision equipment, in a deal worth up to SEK 100 million (£7.5m).The move strengthens HAKI’s digital offering and expands its geodesy services across new markets.The acquisition enables the company to provide a full suite of services in Sweden, covering everything from project planning to the delivery of safety products.Trimtec, founded in 2002, specialises in precision equipment for cadastral surveying and mapping. The Stockholm-based company also offers equipment rentals, maintenance contracts, and training. It operates sales offices in five other Swedish cities and reported a turnover of approximately SEK 130 million (£9.7m) in 2024.A significant portion of Trimtec’s product range is sourced from Trimble, a global leader in precision surveying technology.The acquisition was finalised with an upfront purchase price of SEK 50 million (£3.75m) on a debt-free basis. An additional payment of up to SEK 50 million could be made in 2027, depending on Trimtec’s financial performance between 2025 and 2026.The deal was financed through an extension of HAKI’s existing credit facilities, with the possibility of refinancing via a new share issue.
Strategic Expansion
HAKI Safety, a well-established provider of modular scaffolding and safety solutions, said the acquisition aligns with its long-term strategy to enhance digital capabilities and strengthen its presence in Sweden’s construction and industrial sectors.Trimtec will be consolidated into HAKI’s operations in March 2025.
According to the latest data from the Office for National Statistics (ONS), the UK’s construction industry saw a 0.2% output decline in January 2025, marking the second consecutive monthly fall.The dip, which follows a similar 0.2% drop in December 2024, was driven entirely by a 0.7% decrease in new work. However, repair and maintenance provided some support, rising by 0.4%.
Weather Blamed for Decline
Seasonal downturns in construction activity are common during winter, and the ONS highlighted adverse weather conditions—including heavy rain, snow, and storms—as key factors affecting productivity.At the sector level, three out of nine sectors recorded declines. The most significant contributors to the overall drop were private commercial new work, which fell by 6.1%, and private housing new work, which saw a 1.8% decrease.Despite the recent monthly reductions, construction output increased by 0.4% in the three months to January 2025. This growth was driven by a 1.4% rise in new work, though repair and maintenance declined by 0.9%.The ONS noted that the quarterly rise was primarily due to strong output in November 2024, which saw a 0.6% increase.While the industry faces near-term challenges, analysts will be watching closely for signs of recovery as the sector moves into the traditionally busier spring months.
I’ve been running my consultancy business for nearly two years now. Doesn’t time fly: my time at TRAD Group seems a distant memory. In my work, I’ve used my decades of experience to help other scaffolding industry businesses – of all sizes – succeed. In many cases, the first thing I do, or suggest if I’m approached, is an audit of a company’s current position, and I’ve discovered that there are some issues that seem to be common across the industry. So I’m sharing them here, with my thoughts on how they can be positively addressed to manage future growth and success.
Are any of these familiar?
Of course, I don’t find all these issues in the companies I work with, so while you might recognise one or two from this list, you’ll probably feel that others don’t apply to you. That’s great, but I’d argue that even just one of the things on this list represents a threat to your business, and you should make it a priority to sort it out. And of course, some of them are interlinked – if you have a problem in one area, it often causes issues elsewhere. My advice is not to ignore these problems, but to be upfront about sorting things out so you know your business is as stable as you can make it.
No budget in place
A budget – even a basic one – is absolutely essential. If you don’t know what monies are coming in, and what expenditure you are able to make across your business, you simply cannot run your business properly. Many businesses have no cash flow planning or projections – which means there is no basis for measuring progress or understanding the financial health of the business. I have seen businesses where there’s a lack of even the most basic budgeting and planning. The statement: “We had a good year last year” or “we had a bad year last year” is a common one, but I rarely hear the reasons why that is. A general ‘feeling’ is no substitute for proper financial planning that supports capital expenditure and cash flow.
No action plan for growth
The businesses I speak to all want to grow. And that’s a great thing – every business should be looking for opportunities to expand. But expansion requires a plan, and I rarely see a plan in place. And by ‘plan’ I mean a detailed strategy – not just a goal or a wishlist. The strategy needs to be clear about the target market, the financial opportunity and any financial commitments needed. You also need to consider the competition and any qualifications or expertise that’s needed for example, in niche sectors such as Rail and Events. And then it needs to detail how you are going to reach out to that market and how you can prove your value. The more strategic planning you do, the better chance you give your business to succeed.
No tracking of pipelines and prospects
Your pipeline is valuable, and prospects offer the opportunity of new work coming on board. If you don’t track what’s in your pipeline, or what business you have quoted for, you’re completely unable to understand where your future income is coming from, or when you might need to commit both labour and equipment to projects down the line. This affects your cash flow, capital expenditure and profit.
Lack of knowledge and awareness of Work in Hand
Work in Hand (WIH) refers to contracts that are in progress, and orders that are received but are yet to start. Businesses should have clear visibility over what they have committed to over the financial year. This helps them to plan and budget accurately, and also to see where there are opportuntities to bring new work on board to reach turnover targets. If you do not know your WIH, you are effectively working in the dark.
Estimating
There needs to be a proper estimating system in place for accurately assessing labour returns and materials recovery/rate of return and utilisation. A lack of visibility in this area makes it very difficult for you to manage your resources efficiently. I so often come across no real understanding of how hire periods affect both utilisation and unexpected Capex occurring.
Lack of effective labour controls
With all projects, it should be easy to see what labour is needed, and budget accordingly. But large jobs, even with a Master Programme often have no specific timings and will have large variation accounts where the contractor demands labour at short notice but the scaffolding contractor has no way of assessing the value of the work. Usually, this means that the contractor’s labour budget ends up many percentage points higher than budgeted for. A lack of control over labour requirements reduces your profit margin, so contractors need to insist that clients gives a weekly programme of work, allowing for proper planning and a daily or weekly assessment of cost vs. income. Contact me if you need support here – it’s not something I can cover in-depth in this article.
No plan in place to trade profitably through downturns
During Covid, businesses in all industries were affected by a lack of planning for losing business or experiencing a downturn. Those businesses relying on one customer for a significant proportion of their income had a particularly tough time. Of course, the pandemic was a huge shock all round – but these things happen and a well-run business should have agility and flexibility built into its planning so that the business is healthy enough to weather any storm. I can provide advice on sectors and client percentages to help with this.
Investing in Health & Safety can actually make you money
In addition to these 7 common issues, I wanted to make a point about the approach to Health & Safety. No company has ever mentioned their H&S approach as part of their business planning, and yet I know from experience that having a class-leading, robust H&S programme that the whole workforce understands and buys into, makes your projects more profitable than if you just meet the basic statutory obligations.
How do I know this? Like many of my experiences, it’s because I learned an important lesson by something going wrong.
During a large flagship project, a contractor told me that our work was found to be below their expectations in terms of health and safety. We didn’t meet their standards and that came at a cost to the project.
The whole business went through a steep learning curve, designing a bespoke H&S programme that we integrated from the very beginning of our projects, including going through a full behavioural management programme, and began using this approach across all our projects.
We found two important results: first, all the projects were significantly more profitable than those where we had just done the minimum. Second, and more importantly for me, the buy-in from the labour teams, supervisors and management meant that overall engagement and wellbeing improved. That was particularly true of workers on site, who felt valued and could see that we were committed to their safety and wider welfare. For me, this was a better result than the additional profit..
Clearly, this approach was easier to put in place on large projects with a permanent workforce, and is much more difficult with one-off projects where you don’t have a permanent presence on site. But with the right training, supervision and management, it was still possible.
Failing to understand the importance of a strong, structured approach to H&S and wellbeing means you could be missing out on commercial opportunities – and you simply can’t afford to do that.
Taking the wider view
Many of these issues are straightforward to solve. I know that, when you run a scaffolding business, there are many day-to-day operational calls on your time. But actually, as an MD or business owner, your job is to take care of the strategic planning as well as the everyday business.
If you’re interested in a business audit, get in touch. I’ll come into your business, chat to all the relevant people and pull together a picture of what’s happening. I’ll put together a report with my findings, including how I can help you move forward. In some cases, busineses don’t need that help – they can put processes in place themselves. Other businesses ask me to work on a specific project, or to provide more long-term support or individual mentoring. It’s entirely up to the business to decide what to do with my recommendations. Just email [email protected] to find out more.
Joe has also recently given on-site training at Hinckley Point. “A lot of our practical training is done at whichever of our four depots is closest to the customer,” he says. “But we also do a lot of training on site, where that’s more appropriate. We cover the whole country to support our customers in the best way.”
“On-site training is a great way to reinforce any original training courses,” says Joe. “While initial training is fresh in the mind for a couple of days, it could be several weeks until scaffolders are actually on a job, and then some of the elements of the training might have faded from their memory. So working with them on site allows them to refresh that training and see exactly how it all works in practice.”
“From my point of view, with more than 50 years’ experience in the industry, I know that this approach makes a big difference to scaffolding contractors,” says Moore. “It’s easy to sell something and leave the customer to get on with it, but the success of a business like Layher is inextricably linked to the success of its customers – so why wouldn’t you invest in helping them to get the very most from your products?”
Des has already run several of these courses for Layher’s existing customers, and delivered information to prospects so that they can make informed commercial decisions about choosing to use system scaffolding in the first place, and then selecting which supplier to use.
“What I like about working with Layher, is that there’s so much product expertise in the business,” says Moore. “From the sales team to the after-sales support, there’s a real focus on practical experience – I have it myself, having used Layher Allround for a long time during my career. Having access to all that expertise and experience is a real positive for customers, because they know we have the ability and desire to support them at every point in their Layher journey.” 
Joe has also recently given on-site training at Hinckley Point. “A lot of our practical training is done at whichever of our four depots is closest to the customer,” he says. “But we also do a lot of training on site, where that’s more appropriate. We cover the whole country to support our customers in the best way.”
“On-site training is a great way to reinforce any original training courses,” says Joe. “While initial training is fresh in the mind for a couple of days, it could be several weeks until scaffolders are actually on a job, and then some of the elements of the training might have faded from their memory. So working with them on site allows them to refresh that training and see exactly how it all works in practice.”
“From my point of view, with more than 50 years’ experience in the industry, I know that this approach makes a big difference to scaffolding contractors,” says Moore. “It’s easy to sell something and leave the customer to get on with it, but the success of a business like Layher is inextricably linked to the success of its customers – so why wouldn’t you invest in helping them to get the very most from your products?”
Des has already run several of these courses for Layher’s existing customers, and delivered information to prospects so that they can make informed commercial decisions about choosing to use system scaffolding in the first place, and then selecting which supplier to use.
“What I like about working with Layher, is that there’s so much product expertise in the business,” says Moore. “From the sales team to the after-sales support, there’s a real focus on practical experience – I have it myself, having used Layher Allround for a long time during my career. Having access to all that expertise and experience is a real positive for customers, because they know we have the ability and desire to support them at every point in their Layher journey.” 
Another key innovation making its global debut is Doka LeanForm, an assembly method that enables complete wall formwork units to be safely pre-assembled at ground level. Once complete, units are lifted into place via crane – reducing risk, saving time, and improving site ergonomics.
Doka’s commitment to greener building practices is also clear, with the introduction of an intelligent heated formwork prototype. The technology supports the curing of low-carbon, CO?-reduced concrete by applying targeted heating to accelerate strength development – addressing a key challenge in the transition to more climate-friendly materials. Embedded digital sensors provide real-time monitoring, offering contractors valuable data on concrete performance.
“CO?-reduced concrete is a key driver of change,” Mr Hauser added. “With our heated formwork, we are showing that formwork can be a powerful tool in the decarbonisation of construction sites. It’s more than just support – it’s an enabler.”
Also on display will be Doka’s new FormDrive system – a mobile, automated control unit that lifts and manoeuvres climbing systems and wall formwork, reducing manual effort and increasing on-site safety.
Visitors can also explore the next generation of slab and wall formwork, including the DokaXdek, Xlife, and heavy-duty shoring systems like DokaXshore and UniKit.
Another key innovation making its global debut is Doka LeanForm, an assembly method that enables complete wall formwork units to be safely pre-assembled at ground level. Once complete, units are lifted into place via crane – reducing risk, saving time, and improving site ergonomics.
Doka’s commitment to greener building practices is also clear, with the introduction of an intelligent heated formwork prototype. The technology supports the curing of low-carbon, CO?-reduced concrete by applying targeted heating to accelerate strength development – addressing a key challenge in the transition to more climate-friendly materials. Embedded digital sensors provide real-time monitoring, offering contractors valuable data on concrete performance.
“CO?-reduced concrete is a key driver of change,” Mr Hauser added. “With our heated formwork, we are showing that formwork can be a powerful tool in the decarbonisation of construction sites. It’s more than just support – it’s an enabler.”
Also on display will be Doka’s new FormDrive system – a mobile, automated control unit that lifts and manoeuvres climbing systems and wall formwork, reducing manual effort and increasing on-site safety.
Visitors can also explore the next generation of slab and wall formwork, including the DokaXdek, Xlife, and heavy-duty shoring systems like DokaXshore and UniKit.
Investing in Health & Safety can actually make you money
In addition to these 7 common issues, I wanted to make a point about the approach to Health & Safety. No company has ever mentioned their H&S approach as part of their business planning, and yet I know from experience that having a class-leading, robust H&S programme that the whole workforce understands and buys into, makes your projects more profitable than if you just meet the basic statutory obligations.
How do I know this? Like many of my experiences, it’s because I learned an important lesson by something going wrong.
During a large flagship project, a contractor told me that our work was found to be below their expectations in terms of health and safety. We didn’t meet their standards and that came at a cost to the project.
The whole business went through a steep learning curve, designing a bespoke H&S programme that we integrated from the very beginning of our projects, including going through a full behavioural management programme, and began using this approach across all our projects.
We found two important results: first, all the projects were significantly more profitable than those where we had just done the minimum. Second, and more importantly for me, the buy-in from the labour teams, supervisors and management meant that overall engagement and wellbeing improved. That was particularly true of workers on site, who felt valued and could see that we were committed to their safety and wider welfare. For me, this was a better result than the additional profit..
Clearly, this approach was easier to put in place on large projects with a permanent workforce, and is much more difficult with one-off projects where you don’t have a permanent presence on site. But with the right training, supervision and management, it was still possible.
Failing to understand the importance of a strong, structured approach to H&S and wellbeing means you could be missing out on commercial opportunities – and you simply can’t afford to do that.
Taking the wider view
Many of these issues are straightforward to solve. I know that, when you run a scaffolding business, there are many day-to-day operational calls on your time. But actually, as an MD or business owner, your job is to take care of the strategic planning as well as the everyday business.
If you’re interested in a business audit, get in touch. I’ll come into your business, chat to all the relevant people and pull together a picture of what’s happening. I’ll put together a report with my findings, including how I can help you move forward. In some cases, busineses don’t need that help – they can put processes in place themselves. Other businesses ask me to work on a specific project, or to provide more long-term support or individual mentoring. It’s entirely up to the business to decide what to do with my recommendations. Just email [email protected] to find out more. 
Investing in Health & Safety can actually make you money
In addition to these 7 common issues, I wanted to make a point about the approach to Health & Safety. No company has ever mentioned their H&S approach as part of their business planning, and yet I know from experience that having a class-leading, robust H&S programme that the whole workforce understands and buys into, makes your projects more profitable than if you just meet the basic statutory obligations.
How do I know this? Like many of my experiences, it’s because I learned an important lesson by something going wrong.
During a large flagship project, a contractor told me that our work was found to be below their expectations in terms of health and safety. We didn’t meet their standards and that came at a cost to the project.
The whole business went through a steep learning curve, designing a bespoke H&S programme that we integrated from the very beginning of our projects, including going through a full behavioural management programme, and began using this approach across all our projects.
We found two important results: first, all the projects were significantly more profitable than those where we had just done the minimum. Second, and more importantly for me, the buy-in from the labour teams, supervisors and management meant that overall engagement and wellbeing improved. That was particularly true of workers on site, who felt valued and could see that we were committed to their safety and wider welfare. For me, this was a better result than the additional profit..
Clearly, this approach was easier to put in place on large projects with a permanent workforce, and is much more difficult with one-off projects where you don’t have a permanent presence on site. But with the right training, supervision and management, it was still possible.
Failing to understand the importance of a strong, structured approach to H&S and wellbeing means you could be missing out on commercial opportunities – and you simply can’t afford to do that.
Taking the wider view
Many of these issues are straightforward to solve. I know that, when you run a scaffolding business, there are many day-to-day operational calls on your time. But actually, as an MD or business owner, your job is to take care of the strategic planning as well as the everyday business.
If you’re interested in a business audit, get in touch. I’ll come into your business, chat to all the relevant people and pull together a picture of what’s happening. I’ll put together a report with my findings, including how I can help you move forward. In some cases, busineses don’t need that help – they can put processes in place themselves. Other businesses ask me to work on a specific project, or to provide more long-term support or individual mentoring. It’s entirely up to the business to decide what to do with my recommendations. Just email [email protected] to find out more. 
