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Enigma
Industrial Services
training school for scaffolding apprentices. We currently have around 100 apprentices in the programme, with approximately 50 newly qualified Enigma scaffolders entering the industry each year through that route. Beyond apprenticeships, we are proud of the training that runs through every level of the business, with staff currently working towards NVQs at various levels and a number enrolled in degree courses covering project
management and quantity surveying.
“ I also think our founders would appreciate that while we are open to new systems and materials, we do not embrace change just for the sake of it. Many of the systems that worked decades ago still work today, and some have only needed modest modification to meet changing legislation. We have an
in-house IT team that regularly reviews and improves our internal systems while monitoring the ever-growing threat of cyberattacks, upgrading our protection as needed.
Additionally, we have a team of experienced health and safety professionals who keep us
ahead of legislative changes and work closely with our training team to ensure mandatory training requirements are always met or
anticipated,” he adds.
Challenges and opportunities
To complement its investments in workforce and apprenticeships, Enigma’ s main annual investment is generally allocated to new stock, with the bulk of recent spending directed towards HAKI system scaffolding. This measure helps address the skills shortage by enabling faster installation in certain scenarios and reducing the man hours required on site. Several million pounds have been committed to this system over the past few years. The company is also developing an in-house training course for estimators, which includes a degree of commercial awareness, after having identified a gap in officially recognised
training for that role. There is more than enough knowledge within Enigma to create a comprehensive training course that can be
delivered effectively to trainees, something the industry has lacked for too long.
Looking to the second half of 2026, Paul is conscious of both the challenges and the opportunities ahead.“ Our priorities for
the rest of the year are to work to the fiveyear business plan we have set out. Given the current socioeconomic climate, hitting our 2026 financial targets will be more of a challenge than we anticipated, but they remain attainable. Nonetheless, we will not compromise our principles on investment
and training in order to reach them,” he concludes. ■
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