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.
Inner City Scaffolding (ICS), based in Dartford, had an extraordinary year in 2024, solidifying its position as a leader in complex scaffolding solutions. From earning full contracting membership with NASC to securing the NASC Medium Project of the Year award for Parkside Court – “The Trojan,” the company has demonstrated its commitment to excellence, safety, and innovation.
Established in 2015, ICS began by providing scaffolding and access solutions to the demolition and environmental service sectors, including licensed asbestos removal contractors. Over time, strategic investment in staff training, health and safety, equipment, and resources enabled expansion into the commercial, rail, and residential scaffolding sectors.
With a strong commitment to maintaining industry standards, ICS holds a range of accreditations, including NASC Full Contracting Membership, CHAS Premium Plus, Constructionline Gold, and FORS Gold. The company is also affiliated with the British Safety Council and CIRAS, further reinforcing its dedication to best practices and safety compliance.
Operating primarily in London and the South East, ICS delivers innovative and cost-effective scaffolding and access solutions tailored to diverse project requirements.
Expanding Capabilities and Overcoming Challenges
With more than 100 projects successfully completed across various sectors, ICS has consistently pushed the boundaries of what is possible in scaffolding. The completion of Skinners’ Hall in December 2024 was a defining moment, integrating intricate temporary roofing and over 100 meters of fluid NIKO Track Runways, ensuring a tower crane-free execution. This approach preserved the architectural integrity of the historic site while maintaining operational efficiency within tight constraints.
Another standout project was the Brighton & Hove Art Museum, requiring extensive research and development to finalise an ‘A’ Status design. This included 800 linear meters of support scaffolds, 90 meters of HD Gallows, and a precisely balanced 840m² HAKI Universal System Roof, secured with 70 tonnes of strategically placed kentledge to compensate for the lack of tie points at roof level. These projects highlight ICS’s expertise in delivering solutions for highly complex environments.
Time constraints often pose a significant challenge in scaffolding, yet ICS excelled during the London Olympia renovation project. Tasked with delivering one of its largest hanging scaffolds inside a live events hall in under three weeks, the team successfully surpassed expectations, reinforcing its ability to manage demanding projects efficiently.
A Strategic Move into Heritage and Event Sectors
The company has strengthened its expertise in historical renovations, museums, and heritage projects by developing processes that ensure precision and adaptability. Working closely with clients, ICS combines in-house and external design expertise to create comprehensive visual representations before execution, allowing for seamless project planning and execution.
Alongside heritage work, ICS has expanded into major event exhibition centres and motorsport venues. With a growing demand for in-person events, the need for bespoke scaffolding solutions is on the rise. This expansion aligns with ICS’s broader ambition to establish itself as a leading scaffolding contractor in the South-East.
Engineering Excellence Recognised: Parkside Court – “The Trojan”
Winning the NASC Medium Project of the Year was a milestone achievement for ICS. This project required an innovative engineering approach due to the absence of foundation support. By transferring service loads onto purpose-built steel shores connected to the building’s core steel structure, ICS successfully executed spans exceeding 25 meters between supports. The implementation of HAKI System Scaffolding ensured that the project met rigorous safety and compliance standards while maintaining operational efficiency.
ICS has witnessed a 125% increase in system temporary roofs and bridge-beamed stockpile, reflecting its growing expertise in large-scale, complex scaffolding solutions. As system scaffolding gains popularity, the company continues to invest in advanced technologies to accommodate the evolving needs of the construction industry. The integration of modern system scaffolding with traditional methods enables ICS to optimise efficiency while maintaining adaptability across various project types.
A Commitment to Sustainability & Technology
As sustainability becomes an increasing priority in construction, ICS is proactively implementing eco-friendly initiatives. System scaffolding, which minimises material waste and accelerates installation, has become a core focus. Additionally, ICS has introduced reusable environmental hoarding as a sustainable alternative to traditional timber-based solutions. These initiatives align with the company’s long-term vision for responsible construction practices.
Technology continues to play a vital role in ICS’s commitment to safety and operational efficiency. The company has integrated a bespoke digital Quality Assurance system, streamlining site-to-office communication and documentation processes. This mobile-friendly platform allows for real-time project updates, enhancing compliance and ensuring seamless execution. By embracing digital transformation, ICS is setting new benchmarks in safety, quality, and project management.
Looking Ahead: Growth and Expansion
With an exciting pipeline of projects and partnerships planned for 2025, ICS is preparing for continued expansion. Over the next three to five years, the company aims to strengthen its presence in large-scale infrastructure projects. By maintaining its high standards and leveraging its technical expertise, ICS is positioning itself as the preferred scaffolding partner for complex, high-profile projects where efficiency and experience are paramount.
ICS’s dedication to workforce development and collaboration is a key factor in its success. The company fosters a culture of continuous learning, offering apprenticeships and professional development programs to ensure that its team remains at the forefront of industry advancements. Strong partnerships within the supply chain further enhance ICS’s ability to deliver high-quality, innovative solutions while maintaining operational efficiency.
ICS remains steadfast in its commitment to innovation, safety, and excellence. The company’s long-term vision is to be the leading provider of scaffolding solutions for complex, high-profile projects, consistently setting new industry standards.
Focusing on growth, sustainability, and cutting-edge technology, Inner City Scaffolding is well-positioned to shape its future within the UK scaffolding industry.
When Clive Dickin took over as CEO of the NASC nearly 18 months ago, the scaffolding industry was entering a period of rapid change. Since stepping into the role, Clive has wasted no time implementing a modernisation agenda aimed at positioning NASC as the progressive, inclusive, and forward-thinking voice of the scaffolding sector.I recently sat down with Clive at NASC’s headquarters in London for an in-depth discussion. The conversation covered everything from the success of ScaffEx24, future plans for ScaffEx25, major digitisation projects, changes to CISRS, the skills shortage, and how NASC is preparing to celebrate its 80th anniversary in 2025.
Transforming NASC
Reflecting on his tenure so far, Clive described it as “amazing” but acknowledged that transforming a long-established organisation has not been without its challenges. He spoke about the need to modernise the internal structure of both NASC and CISRS, moving away from what he called a “secretariat-based approach” that would shift direction every two years.“That’s just not sustainable or productive in meeting the long-term needs of the sector,” he explained. “We’ve laid out a new business plan that provides stability and confidence, and we’ve already started to see the results.”One of the most visible signs of this new direction has been NASC’s push for greater inclusivity, opening its doors to more businesses, including smaller firms. “The quality of scaffolding must always be our priority, but we need to be inclusive. We can’t have firms sitting outside the tent operating to lower standards. We need to bring people in and inspire them to raise their game,” he said.
ScaffEx: A Game-Changer
Undoubtedly, one of the most significant changes under Mr Dickin’s leadership has been the launch of ScaffEx – the NASC’s flagship event, which replaced its traditional dinner. The inaugural ScaffEx24 was held in Belfast and was widely seen as a success, despite the usual behind-the-scenes challenges that come with a first-time event.“ScaffEx24 was about transparency and openness. We wanted an event where anyone from across the scaffolding and access sector could come along, network, and share best practices. That was our goal, and I think we achieved it,” Clive said.Looking ahead to ScaffEx25, which will be held in Manchester, the event is set to expand significantly. “We’ve already sold three-quarters of the exhibition space. We’ll have live demonstrations, a CISRS zone, and an open day for clients to learn about good procurement practices. We’re also excited to have Nina Hossain from ITV News and Sophie Long former BBC News as our hosts,” he revealed.While discussing the future of ScaffEx, Clive also hinted at the possibility of a national scaffolding skills competition, though he was clear that such an initiative would not happen before 2026 or 2027. “If we do it, it needs to be fair. It can’t favour one system over another. It needs to reflect the diversity of scaffolding methods used in the UK,” he said.
Digitisation: The Future of NASC and CISRS
A key part of NASC’s long-term vision is digitisation. During our interview, Mr Dickin made an exclusive announcement that the CISRS card system will soon go digital. By early 2026, scaffolders will be able to store their cards on a mobile app, allowing real-time access to their qualifications and training records.“It will be like having your car key on your phone. Forgotten or lost cards will be a thing of the past,” Clive explained. The app will feature contactless scanning and is part of a wider six-figure investment into NASC’s digital transformation.A Scaffmag mock-up of how the app might lookBut that’s not all. Clive also revealed that NASC is developing a broader app to serve as a central hub for scaffolding professionals. It will offer guidance documents, safety alerts, and other key resources at the tap of a button. “We want everything scaffolders need in their pocket,” he said.
Tackling the Skills Shortage
The conversation naturally turned to the skills crisis facing the industry. Mr Dickin highlighted the NASC’s proactive approach, including the Talent Solutions programme and the scaffoldingcareers.com website, which aims to attract new talent into the industry.However, he was candid about the need to expand CISRS training capacity. “We need more centres. We need more capacity. We need more courses. We are reviewing the specifications to make sure our training centres can meet demand,” he said.Clive also confirmed that the CISRS CPD scheme is being reviewed, with a likely shift towards a more flexible, points-based system that incorporates digital learning.
Looking Ahead: NASC at 80
2025 will be a landmark year for NASC as it celebrates its 80th anniversary. The organisation is planning a series of events across the country, starting with a regional event in Bristol and including a riverboat celebration in London. There will also be special activities at ScaffEx25 and regional gatherings to ensure all members can join the celebrations.“It’s not just about looking back. We’re calling it 80/20 because we want to reflect on the past 80 years but also look forward to the next 20. The future is digital, and we need to embrace that,” he said.
Final Thoughts
Throughout our conversation, one theme was constant – progress. Clive is leading NASC into a new era of inclusivity, digitisation, and transparency. While challenges remain, it is clear that under his leadership, NASC is determined to adapt, modernise, and continue raising standards across the scaffolding industry.
ScaffMag Editor Daniel Norton sat down with Doka CEO Robert Hauser and umdasch Industrial Solutions CEO Paolo Zumaglini to discuss how their partnership has evolved into a new global force in the scaffolding industry. Since the initial acquisition in 2020, significant milestones have shaped the collaboration and maximise customer value. This conversation explores the journey so far, the current market position, and what lies ahead—particularly in light of new developments set to be showcased at Bauma 2025.
Laying the Foundations: Doka and AT-PAC Join Forces
Daniel Norton: Mr. Hauser, let’s go back to the start. Doka’s full acquisition of AT-PAC in 2023 followed a few years of close collaboration. What sparked that initial partnership, and what was the bigger vision driving the decision?Robert Hauser:The initial idea was to have Doka’s own scaffolding product line and to open up a new business segment: Industry. The construction business is heavily dependent on economic and seasonal fluctuations; we wanted to make ourselves more independent of this. Industry, on the other hand, has a more constant demand pattern and offers continuous growth opportunities. In having our own scaffolding product line for Doka, we wanted to offer our construction customers scaffolding in synergy with formwork, in the sense of a one-stop shop. Providing both formwork and scaffolding from a single source is still a relatively new chapter for us at Doka, especially considering our more than 70-year history. For decades, Doka has been known as a global market leader in formwork; that’s where our roots are. However, we have consistently recognised scaffolding as an essential part of construction and saw an opportunity to enhance our offering with the same commitment to quality and innovation. This vision led us to partner more intensively with AT-PAC, a global leader in scaffolding systems based in the U.S. Choosing a partner in North America was no coincidence. This region is one of our key growth markets. From the outset, the collaboration was highly successful, demonstrating strong synergies and customer demand. This ultimately led to our full acquisition of AT-PAC in 2023, allowing us to fully integrate scaffolding solutions into Doka’s global offering.DN: What immediate benefits did this integration bring to Doka’s customers?RH:The biggest advantage for our construction customers is the ability to source both formwork and scaffolding from a single, trusted provider. This streamlined approach improves efficiency on-site, reduces complexity, and saves time. Additionally, our well-established professional rental process for formwork has been extended to scaffolding, giving our clients more flexibility and reliability in their projects.
Expanding Horizons: The Birth of umdasch Industrial Solutions
DN: Mr. Zumaglini, you’ve recently taken the helm at umdasch Industrial Solutions, the new division launched in January 2025. Can you tell us more about what this division is all about and where you see the biggest opportunities for growth?Paolo Zumaglini:Absolutely, with the acquisition we quickly recognised the immense potential beyond construction, opening new opportunities with industrial plant operators and scaffolding contractors. It became clear that industrial clients and specialised scaffolding companies have distinct requirements compared to construction companies. To serve them effectively, we needed a dedicated platform with the right expertise and focus. This is why we established umdasch Industrial Solutions, a company of the global Umdasch Group, to which Doka also belongs.This setup allows us to provide specialised scaffolding solutions under the AT-PAC brand, while Doka continues to serve construction companies with formwork and scaffolding as an integrated package.Today, umdasch Industrial Solutions is the third division within the Umdasch Group, focusing solely on industrial maintenance service providers, scaffolding contractors, and asset owners across sectors like oil and gas, mining, maritime, manufacturing, and energy. In each setting, we aim to be a key enabler of safe and efficient work environments, providing access, structural stability, and operational flexibility. We are rapidly expanding our global presence to support this growing market, opening multiple new locations across Europe and other key regions.
Strengthening the Brand and Portfolio
DN: Are there plans to introduce additional brands or expand the division to include other scaffolding-related services or products?PZ:Yes. AT-PAC, our dedicated scaffolding brand, is now our primary focus as we continue to expand our global footprint. We are actively establishing AT-PAC entities worldwide to create a clear distinction between businesses and provide greater market clarity for customers. At the same time, we will leverage synergies with Doka wherever strategically beneficial, particularly in terms of internal resources and expertise.Looking ahead, we see strong potential for expansion beyond AT-PAC. As the market evolves and new opportunities arise, we are open to introducing additional brands, products, or services that complement our portfolio and support the full lifecycle of industrial projects. Our long-term goal is to further solidify our position in scaffolding while continuously enhancing the solutions we provide to our customers.
Technology and Sustainability Driving the Future
DN: How do you both see technology, such as automation and sustainability-focused products, shaping the future of scaffolding and formwork solutions within your organisation?PZ:Technology is transforming the scaffolding industry. Weight reduction, ergonomic design, and digitalisation are becoming increasingly important—especially in Europe, where labour regulations demand safer, more efficient systems. Lightweight scaffolding systems are easier to handle and ideal for smaller crews, improving both safety and productivity.Additionally, digital tools like Hi-Vis® are optimising site processes, boosting efficiency, and enhancing safety. While automation in scaffolding is still in its early stages, we see great potential for it to revolutionise industrial maintenance and construction in the years ahead.RH:On the formwork side, digitalisation and automation are already making a significant impact. Our DokaXbot Lift, a semi-automated formwork robot, is a prime example. We also integrate data-driven solutions into our systems to optimise site performance and improve decision-making.Sustainability is another critical focus for us. We are pioneering solutions that extend product lifecycles and use recyclable materials. Additionally, we are the first in our industry to provide detailed product carbon footprint data, helping our customers align their purchasing decisions with their sustainability goals.
What’s Next: Bauma 2025
DN: What can we expect from Doka and AT-PAC at Bauma this year? Any exciting innovations to look forward to?PZ:We are introducing several new scaffolding solutions designed to improve efficiency and safety. One highlight is the Ringlock Hybrid Standard for Façade, which combines Ringlock and frame scaffolding elements for enhanced adaptability. We are also launching the Ringlock Multi-Purpose Beam System (MPBS), which can be configured for suspended scaffolding, bridging, or long spans. Additionally, our new Public Access System is a high-load stair tower designed for public spaces and emergency routes.RH:On the construction side, we are unveiling the Ringlock Shoring Frame, which speeds up assembly by 30% and improves site access with integrated ladders. All these innovations will be displayed alongside our towering scaffolding exhibit—always a highlight at Bauma.
The Strength of Umdasch Group
DN: Doka and umdasch Industrial Solutions benefit from the strong foundation of the Umdasch Group. How do these synergies impact your operations?RH:The strength of the Umdasch Group provides a unique advantage for all its divisions and brands. As a family-founded company with a long history of innovation and financial stability for more than 155 years, we have the resources to drive long-term growth, expand globally, and continuously invest in our people, all of which ultimately benefit our customers.PZ: This solid foundation provides us with a strong foundation for sustainable growth, like our mentioned global expansion plans. Within the Umdasch Group, we benefit from world-class engineering know-how, digital innovation, and a strong global infrastructure. Additionally, by leveraging shared corporate services, we can focus on what matters most: delivering value to our customers. Although umdasch Industrial Solutions is still a young company, we operate with the agility of a start-up while drawing on the experience and reliability of an established company group.
Looking Forward
As Doka and AT-PAC chart their paths within the Umdasch Group, their shared commitment to customer value, innovation, and global reach positions them to reshape the scaffolding and formwork landscape. For those in construction and industrial services, this is a partnership that’s building not just structures—but a future.
Rodells, a Hertfordshire-based scaffolding contractor with a history stretching back more than 125 years, has filed a notice of intention to appoint administrators, according to the Construction Enquirer.The company, which was founded in 1898 by Leonard Rodell as a steeple-jacking business, has grown into a major scaffolding operation, running services from its London Colney yard for large commercial and industrial projects across the UK. It also operates a specialist access works division in St Albans.The latest accounts for the year ending 31 March 2024 show Rodells employed 56 staff.The notice of intention gives the firm temporary protection from creditors while administrators assess the next steps. Further details on the reasons behind the move or the future of the business have yet to be confirmed.
The Scaffolding Association has announced a strategic partnership with Rightlease, a leading car and commercial vehicle leasing brokerage.The partnership aims to provide members with tailored and cost-effective vehicle leasing solutions, offering access to a wide range of cars, vans, and pickups through corporate or personal contracts.Rightlease, known for its expertise in the vehicle leasing market, has built strong relationships with manufacturers and lenders, allowing it to offer competitive pricing and flexible agreements. The collaboration is expected to benefit scaffolding firms by helping them secure reliable transportation at affordable rates.Scaffolding Association Chief Executive Robert Candy highlighted the importance of securing a trusted leasing partner in the current market.“The Scaffolding Association is delighted to partner with Rightlease, which will support members with an experienced and personal approach developed over many years in the vehicle leasing industry. Identifying the right partner in this ever-changing vehicle marketplace is increasingly important.”With the scaffolding industry reliant on efficient transport solutions, the partnership is designed to streamline the leasing process and ensure businesses have access to the vehicles they need.Rightlease Managing Director Gary Hodder emphasised the benefits the partnership will bring to association members.“Rightlease is excited to launch this strategic partnership with the Scaffolding Association, bringing an outstanding offering to its members. By leveraging strong manufacturer relationships and a broad panel of lenders, Rightlease can pass on significant savings, add real value, and deliver exceptional service.”The partnership has already received positive feedback from scaffolding professionals who have worked with Rightlease. Sean Phillips, Director of Inner City Scaffolding, praised the company’s service and reliability.“Gary and his team have consistently provided exceptional service at highly competitive rates. Their professionalism, reliability, and commitment to delivering on their promises set them apart. My experience has been outstanding, and I confidently endorse their services.”Scaffolding Association members can take advantage of exclusive leasing offers from Rightlease by using the code TSA when making inquiries.
Essex-based UPR Scaffolding has been awarded the prestigious’ Subcontractor of the Year 2024’ title at the annual Eastern Housebuilder’s Winter Ball in recognition of its outstanding service to the construction sector.
The award, voted for by housebuilders themselves, highlights UPR’s reputation for reliability, innovation, and excellence in scaffolding services. Joe Hopson, Managing Director of UPR Scaffolding, described the accolade as a “massive achievement” for the company, cementing its position as a trusted partner for housebuilders.
“To collect the award in front of over 500 industry professionals representing more than 50 leading construction firms was an incredible moment,” said Mr. Hopson.
“Our goal is to be the first choice for housebuilders, and winning this award is a testament to the service we provide. I want to thank every single member of our team for their dedication and hard work.”
The recognition marks a significant milestone for UPR Scaffolding, reinforcing its commitment to high safety standards and customer satisfaction in the ever-evolving construction industry.
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. 
Winning the NASC Medium Project of the Year was a milestone achievement for ICS. This project required an innovative engineering approach due to the absence of foundation support. By transferring service loads onto purpose-built steel shores connected to the building’s core steel structure, ICS successfully executed spans exceeding 25 meters between supports. The implementation of HAKI System Scaffolding ensured that the project met rigorous safety and compliance standards while maintaining operational efficiency.
ICS has witnessed a 125% increase in system temporary roofs and bridge-beamed stockpile, reflecting its growing expertise in large-scale, complex scaffolding solutions. As system scaffolding gains popularity, the company continues to invest in advanced technologies to accommodate the evolving needs of the construction industry. The integration of modern system scaffolding with traditional methods enables ICS to optimise efficiency while maintaining adaptability across various project types.
With an exciting pipeline of projects and partnerships planned for 2025, ICS is preparing for continued expansion. Over the next three to five years, the company aims to strengthen its presence in large-scale infrastructure projects. By maintaining its high standards and leveraging its technical expertise, ICS is positioning itself as the preferred scaffolding partner for complex, high-profile projects where efficiency and experience are paramount.
ICS’s dedication to workforce development and collaboration is a key factor in its success. The company fosters a culture of continuous learning, offering apprenticeships and professional development programs to ensure that its team remains at the forefront of industry advancements. Strong partnerships within the supply chain further enhance ICS’s ability to deliver high-quality, innovative solutions while maintaining operational efficiency.
ICS remains steadfast in its commitment to innovation, safety, and excellence. The company’s long-term vision is to be the leading provider of scaffolding solutions for complex, high-profile projects, consistently setting new industry standards.
Focusing on growth, sustainability, and cutting-edge technology, Inner City Scaffolding is well-positioned to shape its future within the UK scaffolding industry.
Undoubtedly, one of the most significant changes under Mr Dickin’s leadership has been the launch of ScaffEx – the NASC’s flagship event, which replaced its traditional dinner. The inaugural ScaffEx24 was held in Belfast and was widely seen as a success, despite the usual behind-the-scenes challenges that come with a first-time event.
“ScaffEx24 was about transparency and openness. We wanted an event where anyone from across the scaffolding and access sector could come along, network, and share best practices. That was our goal, and I think we achieved it,” Clive said.
Looking ahead to ScaffEx25, which will be held in Manchester, the event is set to expand significantly. “We’ve already sold three-quarters of the exhibition space. We’ll have live demonstrations, a CISRS zone, and an open day for clients to learn about good procurement practices. We’re also excited to have Nina Hossain from ITV News and Sophie Long former BBC News as our hosts,” he revealed.
While discussing the future of ScaffEx, Clive also hinted at the possibility of a national scaffolding skills competition, though he was clear that such an initiative would not happen before 2026 or 2027. “If we do it, it needs to be fair. It can’t favour one system over another. It needs to reflect the diversity of scaffolding methods used in the UK,” he said.
