industry
SIM 02/2010/04
Open Government Status
Fully Open
Author Unit/Section
Construction Engineering Specialist Team (CEST).
Target Audience:
Construction Division staff, Construction Inspectors and Specialist Inspectors (Construction Engineering).
Summary
This SIM provides guidance to Inspectors on temporary works management in the construction industry and how
Inspectors should approach enforcement of the topic.
Summary
Purpose
Background
Temporary Works Management
Temporary works procedures
Temporary Works Coordinator (TWC)
Temporary Works Register
Design brief
Temporary works design
Design Checks
Temporary works management arrangements suitable for small contractors
The role of CDM co-ordinators
Action by Inspectors
General
Legislation
Enforcement guidance
Enforcement action
References
Appendix 1 temporary works design principles and the consequences and causes of failure
Appendix 2 the impact of changes to the construction industry on temporary works management and
the history of BS 5975
Confirm when the permanent works have attained adequate strength to allow dismantling of the
temporary works, and issue a formal permit to dismantle where necessary.
The procedure should include measures to ensure that the design function, the role of TWC, and
Temporary Works Supervisor(s) where appropriate, are carried out by competent individuals.
Smaller contractors may not have the experience to operate their own temporary works procedure and
may need to obtain external expertise. It is also common for large and medium contractors to outsource
aspects of temporary works design and management.
Smaller contractors may not have anyone sufficiently experienced to plan effectively all but the most simple
temporary works. There should be clear evidence that appropriate external expertise has been engaged. This
includes obtaining the services of a suitably competent TWC and temporary works designer to ensure temporary
works are effectively designed, constructed, inspected, loaded and managed. On some projects, particularly
smaller jobs involving low risk temporary works, it may be appropriate for the TWC and designer roles to be
carried out by the same person.
The role of CDM co-ordinators
CDM co-ordinators should take reasonable steps to ensure co-operation between permanent and temporary
works designers, in particular to ensure that arrangements are in place to ensure that designs are compatible and
that the permanent works can support any loadings from temporary works. CDM co-ordinators also have a duty
to advise clients on the suitability of the initial construction phase plan. Amongst the topics that need to be
considered when drawing up the construction phase plan, as listed in the ACOP, are the arrangements for
controlling significant site risks including, the stability of structures whilst carrying out construction work, including
temporary structures and existing unstable structures and work on excavations and work where there are poor
ground conditions.
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Action by Inspectors
General
Inspectors should focus their attention mainly on ensuring that appropriate temporary works management
arrangements and procedures have been adopted commensurate with the scale and complexity of the project
and the construction risks involved.
The expectation is that medium to large projects, and those with complex and/or high risk temporary works, will
have formal management procedures in place specifically following the recommendations in BS5975. For smaller
contractors and smaller simpler, projects, we would be looking for the principles of BS5975 to be in place.
Judgment will be required regarding the extent to which procedures should be formalized, depending on the
degree of risk rather than size of project. We want to see good management of temporary works. BS5975 is an
established standard representing good practice, but it also provides a useful yardstick for checking that essential
elements of a management system are in place.
Legislation
The Construction (Design and Management) Regulations 2007 (CDM 2007) and associated Approved Code of
Practice (ACOP) are directly applicable to the design and management of temporary works. The definition of a
structure in the regulations includes any formwork, falsework, scaffold or other structure designed or used to
provide support or means of access during construction work. In the ACOP, designers include temporary works
engineers, including those designing auxiliary structures, such as formwork, falsework, faade retention
schemes, scaffolding, and sheet piling. Temporary works designers have exactly the same designer duties as
permanent works designers on CDM-notifiable projects.
CDM 2007 make several direct or implied references to the design and construction, inspection and management
of temporary works and the competence of those involved in their provision:
PART 2 General management duties applying to construction projects
Regulation 4 (competence): competence required of all those with a role to discharge in the planning,
design and execution of temporary works.
Regulations 5 and 6 (cooperation and coordination): cooperation and coordination of activities, including
temporary works, incumbent on all involved.
Regulation 11 (duties of designers): avoidance of foreseeable risk arising from preparing or modifying
designs.
Regulation 22 (duties of the principal contractor): planning, managing and monitoring the construction
phase.
Structural integrity the ability of the temporary works structure itself to carry and transmit loads to the
ground via the foundations without failure of the structural elements, including fixings and connections
(e.g. by buckling, bending, shear, tension, torsion), and without excessive deflection.
In the 1970s, most falsework and temporary works were constructed from scaffold tube and fittings
whereas proprietary systems now dominate the market; therefore, the design skills and knowledge of
the performance of the systems now tends to lie within the specialist organisations.
There has been a gradual but inexorable loss of traditional skills within the construction industry; in
practical terms, this means that the site foreman with a lifetimes experience of what works has been
largely lost.
Procurement routes are now largely chosen to maximise commercial benefit with little regard to
considerations for the flow of information; the difficulties caused by long supply chains are further
exacerbated when design and erection responsibility are split, and when design/supply briefs do not
provide for site visits/inspections.
Research4 into various aspects of falsework produced some worrying findings which included:
A lack of understanding at all levels of the fundamentals of stability of falsework and the basic principles
involved.