Why managing temporary works properly is critical in construction

Temporary works are the unseen backbone of many construction projects. From excavation support and scaffolding to crane bases, falsework, working platforms and temporary stability to partially completed structures, they make permanent works buildable and safe. When temporary works are poorly managed, the consequences can be catastrophic: collapses, serious injuries, programme delays, reputational damage and enforcement action.

The Health and Safety Executive (HSE) is clear that temporary structures must be designed, installed and maintained to withstand foreseeable loads and used only for the purpose they were designed for. BS 5975, together with the Construction (Design and Management) Regulations 2015 (CDM 2015), provides the recognised framework for doing this in a structured, auditable way.

Effective temporary works management is therefore not only a matter of technical excellence but also a key part of legal compliance and good corporate governance.

CDM 2015: legal duties

CDM 2015 sets out general legal duties for clients, designers, principal designers, principal contractors, contractors and workers. All the usual CDM duties apply to temporary conditions as much as to permanent works:

• Managing and coordinating health and safety risks
• Eliminating hazards where reasonably practicable, and otherwise reducing risks
• Ensuring cooperation, communication and coordination across the project team
• Appointing duty holders with the right skills, knowledge, experience and organisational capability

Where temporary works are involved, CDM requires that they are properly designed, coordinated and integrated into the overall construction methodology and programme.

BS 5975 and its 2024 update

BS 5975 has long been recognised in the UK as the core standard for the management and design of temporary works. It sets out a widely accepted procedure for controlling temporary works and describes the now familiar roles of Designated Individual (DI), Temporary Works Coordinator (TWC) and Temporary Works Supervisor (TWS).

More recently, BS 5975:2019 has been revised and divided into two parts, including BS 5975-1:2024, which focuses specifically on management procedures for the control of temporary works. This reinforces the message that good management, not just good structural design, is essential.

HSE guidance emphasises that although BS 5975 is not law, it represents industry consensus on good practice for temporary works management. Following BS 5975 is therefore a strong indicator that an organisation is meeting its CDM duties.

The Designated Individual: setting the organisation up for success

BS 5975 recommends that every organisation involved in temporary works appoints a senior person as a Designated Individual. This is a strategic role, not a site-based one.

The Designated Individual should typically be a director or senior manager with enough authority to influence company policy and resource allocation. Their core responsibilities include:

• Establishing the temporary works procedure: Creating, maintaining and implementing a documented procedure that aligns with BS 5975 and CDM. This should define roles, processes and documentation requirements across the organisation.
• Championing temporary works at leadership level: Ensuring that temporary works are considered from the earliest stages of project planning and design, not treated as a last-minute site problem.
• Appointing and supporting TWCs and TWSs: Ensuring that competent Temporary Works Coordinators and Supervisors are appointed, with clear scopes of responsibility and authority, and that they are properly resourced and supported.
• Establishing competence requirements: Defining what “competent” means in the organisation context for DI, TWC, TWS and designers, including qualifications, experience and training.
• Monitoring compliance and learning lessons: Overseeing audits, reviewing incidents and near misses involving temporary works, and driving continual improvement in procedures, training and culture.

In short, the Designated Individual creates the environment in which good temporary works practice can thrive.

The Temporary Works Coordinator: controlling risk on the project

The Temporary Works Coordinator is the key project level role recognised in BS 5975. HSE guidance notes that appointing a TWC is not a strict legal requirement, but it is widely regarded as good practice on projects with anything more than simple temporary works.

The Principal Contractor is usually responsible for appointing a TWC who will coordinate all temporary works on the project, regardless of who designs or installs them. Typical responsibilities of a TWC include:

• Maintaining the temporary works register: Identifying all temporary works items, tracking their status and ensuring that nothing is missed or installed without proper control.
• Coordinating design and checking: Ensuring that design briefs are complete, that designers are competent, and that the appropriate category of design check (CAT 0 to CAT 3) is applied to each item based on its complexity and risk.
• Managing interfaces: Coordinating between permanent works designers, temporary works designers, subcontractors and suppliers so that assumptions, load paths and construction sequences are fully understood.
• Controlling permits to load, alter and dismantle: Making sure the required checks and inspections have been carried out and documented before issuing permits to load or dismantle, and that any limitations or monitoring requirements are clearly communicated.
• Supporting the site team: Providing advice on temporary works safety, ensuring that construction methods respect the design intent, and escalating concerns where necessary.

A good TWC is therefore both technically capable and an effective communicator, able to challenge unsafe practices and ensure that the procedure is actually followed on site.

The Temporary Works Supervisor: eyes and ears on site

The Temporary Works Supervisor supports the TWC by providing day to day oversight of specific temporary works items. BS 5975 recognises that on many projects it is sensible to appoint TWSs where the TWC cannot personally supervise all temporary works across the site.

Typical duties of a TWS include:

• Inspecting temporary works before, during and after use in line with the procedure and legal requirements.
• Checking that the works are erected in accordance with drawings, specifications and method statements.
• Monitoring changes in site conditions or loading that could affect stability.
• Reporting concerns promptly to the TWC and ensuring corrective actions are implemented.

The TWS role relies heavily on practical experience, familiarity with site conditions and a good working relationship with the TWC and site management.

Implementing BS 5975 in practice: a structured approach

Putting BS 5975 and CDM requirements into practice is about more than having a procedure on the shelf. The following elements are central to effective implementation.

1. Plan temporary works early

Temporary works should be considered from concept and design stage, not only during construction. BS 5975 and TWf guidance both emphasise the need for early coordination between permanent and temporary works designers and between client, principal designer and principal contractor.

Good practice includes:

• Identifying significant temporary conditions and constraints in the pre construction information.
• Considering buildability, access, sequencing and temporary stability when developing designs.
• Allocating realistic time and budget for temporary works design and review.

2. Establish a clear procedure

An organisation level temporary works procedure, overseen by the DI, should at minimum cover:

• Appointment and responsibilities of DI, TWC, TWS and designers
• Requirements for competence and training
• Use of design briefs, design check categories and design certificates
• Control of suppliers’ and subcontractors’ proprietary systems
• Use of registers, permits, inspections and handover records
• Interfaces between projects, joint ventures and multiple contractors

This procedure should be tailored to the scale and complexity of the organisation’s projects, but always aligned with the principles in BS 5975.

3. Appoint competent people

BS 5975 and HSE guidance stress that those managing and designing temporary works must be competent. For DI, TWC and TWS roles, competence usually includes:

• Relevant civil or structural engineering knowledge
• Practical understanding of construction methods and site constraints
• Familiarity with BS 5975 and CDM 2015
• Appropriate training in the management of temporary works
• Experience that matches the complexity and risk profile of the project

Formal training, combined with mentoring and experience, is a key part of building this competence and demonstrating that the organisation has taken reasonable steps to discharge its duties.

4. Control design, checking and change

Robust control of design and design change is at the heart of BS 5975. Key points include:

• Every temporary works item must have a clear design brief
• Designers must understand load paths, construction sequence and site constraints
• Designs must be checked at an appropriate category (CAT 0 to CAT 3)
• Any changes in design, materials, support conditions or sequence must be formally reviewed, updated on drawings and rechecked as necessary

Failures often involve unrecorded changes, unclear responsibilities or incorrect assumptions about ground conditions and loading. A disciplined approach to change control is therefore essential.

5. Use permits, inspections and monitoring

Before temporary works are loaded or brought into use, BS 5975 recommends the use of a permit to load or proceed, signed by a competent person such as the TWC or, for defined low risk items, an authorised TWS. This confirms that:

• The design and design check are complete
• The works have been built in accordance with the design
• Any required inspections or tests have been completed
• Limitations, restrictions and monitoring requirements are understood

Regular inspections are also required based BS 5975 and under health and safety law.

Integrating temporary works into project culture

Ultimately, effective management of temporary works is as much about culture as it is about procedures. Organisations that manage temporary works well tend to:

• Treat temporary works with the same seriousness as permanent works
• Encourage open communication about risk and constructability
• Support TWCs and TWSs in challenging unsafe practices
• Invest in ongoing training and development for those involved in temporary works
• Learn from industry guidance, bulletins and incident reports, such as those published by TWf and HSE.

By aligning organisational procedures with BS 5975, appointing and supporting competent DIs, TWCs and TWSs, and embedding temporary works considerations into every stage of project delivery, duty holders can significantly reduce risk and demonstrate strong compliance with CDM 2015.

In an industry where margins are tight and programmes are demanding, a robust approach to temporary works management is not an optional extra. It is a critical element of safe, efficient and professional construction.

At Tunnel Engineering we support organisations in managing temporary works safely and effectively. We deliver CITB Temporary Works Coordinator and Temporary Works Supervisor courses to help build competence across project teams, and we provide consultancy services to ensure companies are compliant with CDM and BS 5975. Our team also undertakes temporary works design and independent design checks, with specialist expertise in tunnelling and complex temporary works.