Our Carbon Footprint Continues to Shrink as our Electric Fleet Increases

We are committed to reducing our impact on the environment by increasing the electric vehicles in our fleet. Our average Co2 generated per km now stands at 171.36g, compared to 210.66g this time last year, a figure which is continuing to reduce. This year we have replaced 7 vehicles in our fleet with electric vehicles with another 15 due to be replaced in early 2022. This will raise the electric vehicles in our fleet to 20%. Our aim is for this to dramatically increase as the range of larger electric vehicles increases.

Spotlight On: Ronald Nxumalo

This month, we spoke to Ronald Nxumalo, Soft FM Service Manager at King's College London. Ronald discussed the work he does, the biggest challenges and his proudest moments during his 11 years with Bouygues Energies & Services. Ronald also told us about his experience as a committee member of Kaleidoscope, our employee-led race network.

Who are you and what do you do?

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Case studies

Improving the Sustainability of our Construction Process

The Project

Bouygues Energies & Services has partnered with Gaia in order to reduce the CO2 footprint across our operations where we deploy temporary compounds. Gaia’s product ‘AutoMate’ leverages AI and motion sensor software to identify, monitor and reduce the power consumption of construction sites. It is highly effective in providing rapid and noteworthy reductions to energy costs and carbon footprint. 
Using AutoMate will help us meet our ambitious carbon-reduction targets by maximising site efficiency and lowering emissions.
AutoMate has a proven track record of success at Bouygues Construction sites in the UK and has redefined the carbon profile of our Llanwern Solar PV site.
 

50,000L

Diesel Saved
 

£28,400

Cost Saving

125,617

CO2E
Avoided (KG)

The Solution

  • Reduces the prelim project costs by rationalising energy usage on construction compounds
  • Improves the sustainability of construction operations by reducing fossil fuel reliance
  • Improves the working environment in construction compounds (emissions, noise, etc.)
  • Improves the outward appearance of construction
  • Delivers a unique client experience and sets us apart from the competition

How it Works

  • Reduces the total energy consumption on site by using smart technology and automation to achieve better energy efficiency
  • Covers the remaining energy consumption with renewable energy sources, where possible
  • Implements behavioural changes to increase awareness for energy saving/efficiency and renewable energies

Gaia

A Success Story

In June 2020, work began constructing Llanwern Solar Farm which, at 75MW, is the largest of its kind in the UK and highlights the UK’s commitment to sustainable energy solutions. The solar farm consists of over 187,500 solar modules spanning 300 acres. 
A member of the team at Llanwern Solar Farm suggested trialling AutoMate to see how much it could help reduce carbon and increase our energy efficiency on site. It was then installed on site and has since been rolled out on a number of our other sites to be trialled.

Solar Farm

Next Steps

Following successful trials of AutoMate at several Bouygues E&S energy schemes in the last nine months, Bouygues Construction in the United Kingdom is undergoing more trials at both off-grid and on-grid sites across our entities.

The Results So Far

Significant carbon emissions avoided totalling 125,617kg and sizeable diesel fuel saving of almost 50,000 litres
Significant energy usage reduction of 114,586 KWh
Impressive financial savings of £28,400
 

Solar Farm

 

Our Commitment

You can rely on a partnership with a team of building systems experts, committed to maximising the value of your environmental investment.

To achieve minimal operational costs and maximum productivity of your occupants, we enable seamless communication between various building services like heating, cooling, control of lighting as well as low-voltage energy distribution, making your facilities true high-performance energy-efficient buildings. Our state of the art building automation and energy management solutions enhance the energy efficiency and productivity of your buildings’ energy and mechanical infrastructure, producing savings between 15-30 percent. All without compromises on comfort and utilisation.

  • Smarter energy monitoring of building systems

  • Integrating technologies.

  • Providing innovative solutions through our building management systems

  • Guaranteed energy savings

  • Reduced operating costs

  • Reduced energy utility costs

  • Improved energy efficiency awareness through behavioural change training

  • A centralised view of energy use

  • A strategic plan for continued carbon reduction

  • Options for finance, including gain share

Block "Parole d'expert"

Expert Word

Spotlight On: Nicola Wilson

Did you know that we have Graduate Scheme at Bouygues Energies & Services? In fact, we invest heavily in it. Graduates who join us benefit from an extensive range of personal and professional development opportunities, and a strong support network. 

We spoke to Innovation Project Manager, Nicola Wilson, who has very recently joined the company in a permanent position after finishing her time on our two year Graduate Scheme. Here's what she had to say about it.

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Case studies

Energy Performance Contract 

The Challenge

West Middlesex University Hospital commissioned Bouygues Energies & Services to make significant energy and C02 reductions through an Energy Performance Contract (EPC), commencing in 2012. The sites’ existing and new buildings house 400+ beds and cover a surface area of 43,000m2. 
Our target was to enhance the energy efficiency and operation of building services systems and plant. We aimed to make savings through improvements to the efficiency of systems and equipment. 
The energy works were completed in early 2013. The project earned the Trust an average of £220,000 per annum, presenting a 16% reduction in their annual carbon footprint. A further phase 2 of works was undertaken in 2016 which delivered a further £209,000 per annum in savings, including from the installation of a 520kWe CHP.
 

29% 

reduction in energy cost by 2020

43,000𝒎𝟐

Building space

1,420 

Tonnes of carbon avoided per year

Our Solution

We installed a 520kWe combined heat and power (CHP) unit feeding the Main PFI and East Wing boiler houses. 
We also upgraded the lighting to LED throughout the main building, East Wing and Marjory Warren areas, as well as in the carpark.
In addition, we enhanced the AHU control strategy for five main building AHUs, which have high efficiency filters and VSDs to include air pressure monitoring and speed control. 
These energy works will guarantee the repayment of the initial investment in 5.2 years.

Client Benefit

  • 5.2 years pay back guaranteed.
  • 67% of suppliers were SMEs.
  • Electricity consumption reduced by 1.81m kWh per year.
  • 29% cost savings against 2012 baseline.

Our Commitment

You can rely on a partnership with a team of building systems experts, committed to maximising the value of your environmental investment.

To achieve minimal operational costs and maximum productivity of your occupants, we enable seamless communication between various building services like heating, cooling, control of lighting as well as low-voltage energy distribution, making your facilities true high-performance energy-efficient buildings. Our state of the art building automation and energy management solutions enhance the energy efficiency and productivity of your buildings’ energy and mechanical infrastructure, producing savings between 15-30 percent. All without compromises on comfort and utilisation.

  • Smarter energy monitoring of building systems

  • Integrating technologies.

  • Providing innovative solutions through our building management systems

  • Guaranteed energy savings

  • Reduced operating costs

  • Reduced energy utility costs

  • Improved energy efficiency awareness through behavioural change training

  • A centralised view of energy use

  • A strategic plan for continued carbon reduction

  • Options for finance, including gain share

Expert Word
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Case studies

M4 - Smart Motorway Scheme

The Challenge

The objective of the M4 Smart Motorway Scheme is to upgrade the M4 between Junction 3 at Hayes and junction 12 at Theale to a smart motorway. This will create an additional lane for traffic which, alongside the implementation of smart technology and sensors such as Stopped Vehicle Detection, will increase capacity, reduce congestion, help manage accidents and ultimately enhance the commuter experience. The project commenced in 2018 and aims to be finished by 2022.

Working alongside the main contractor Balfour Beatty Vinci Alliance (BBV), our role is to install the street lighting and technology infrastructure from Junction 3 to Junction 12. 
 

£848M

Value of Entire Scheme

130,000

Vehicles per Day Travel on the M4

£100,000

Charity Donations

Our Approach

Our team have been able to bring the full depth of their knowledge to the Alliance team during this project. We are committed to maintaining the highest standards of quality and have our own Inspection Test Plan (ITP) system, that outlines which inspections and tests will be carried out to ensure quality on the project.

We built a 7m concrete wall at an additional expense £7,000 to enable us to conduct a trial before we commenced the building of a wall. This helped us to establish the bolt installation process and subsequent grouting of the columns ensuring that there was no damage to the cast wall when these works started. It also allowed us to design and trial an earthing system which was accepted by the designer.

We always aim to use the best materials. For example we have been heavily involved with the development of the feeder pillars in the many different variations used on the scheme. This again has saved both time and cost. A major innovation was the design and installation of the combined technology cabinets that we undertook with our supply chain partner ICEE.  These units have become a standard design within the Highways England Technology Infrastructure.

Design work with our supply chain partners allowed us to provide a solution to the installation bolt anchors required to utilise galvanised street lighting columns instead of aluminium columns. Achieving this design solution saved the contract approximately £250,000.

Throughout the project, we proposed various innovative solutions to enhance the quality of our work and ensure value for money. This included:

  • above-ground troughing in areas where it was not possible to trench and install ducting 
  • a recycled plastic trough not previously used on highways which was substantially cheaper, had minimal lead time and was easy to install
  • an over-coring solution which allowed bolts which had been incorrectly cast to be removed and replaced with new bolts into the correct position.

Health, safety and wellbeing 

Due to the limited working area of the site, it’s a very congested network with many people and vehicles working in the same area and heavy traffic passing through. We used clear signage to prevent people and traffic from entering certain areas. Careful planning and sequencing of works also mitigated contractor clashes which we achieved through collaborative planning between contractors and the BBV team.

We ensured the team were looked after, this was particularly important during the pandemic. We provided serviced apartments for everyone on site, which meant they could have their own personal space, do their own cooking and have their rooms cleaned regularly. We were careful to prevent fatigue of our people, ensuring no one exceeded their working hours and that everyone had a 12 hour rest between shifts

We partnered with Reactec to provide their HAVwear & Reactec Analytics to staff working on site. This is a watch that captures personal exposure to Hand -Arm Vibration risk through using machinery. 

We had a designated H&S manager on-site who was with the team full-time conducting safety tours and ensuring the wellbeing of our people. 

Social Value

We collaborated with Balfour Beatty Vinci Alliance on a number of social value activities throughout the project. Examples of this include:

  • Christmas toy appeal for KidsOut. Hundreds of toys were donated with an estimated value of over £2,000. 
  • Big Night In 2020 virtual event to raise money for charity. Over £100,000  was raised and divided between NHS charities direct, Slough Food bank and Daisys Dream.
  • Each year the project selects two charities to support so that every time an observation is submitted on site through the app, the project donates £1 to charity (being split equally between the two). 

Collaboration

We strive to work collaboratively with our supply chain partners in order to provide the best solution for our client. 

When it became apparent that street lighting columns and radar masts had been designed either on a slope or within 1m of a slope, a new design of the columns and masts was required. Swift liaison with our supply chain partners allowed us to offer the client solutions quickly that would mitigate potential programme delays. We were able to quickly source extension tubes that would allow the standard masts to be installed as designed, but within a tube that had been installed to a greater depth.  

Alongside this solution we also provided a design of a 10m mast with
an extended root which had the ability to accept radar sensors at either 8m or 10m. By making the extended root a standard length it mitigated the possibility of the wrong mast used at any location.

In addition, we recognise the importance of having strong working relationships across the wider team. Over the course of the project we have fostered these by arranging team building sessions. This included a golf day for members of the Alliance to have a chance to get to know each other and take a break from work.

M4

M4M4

Our Commitments

Our team has the capacity and quality of resources to satisfy all motorway lighting and communications systems projects. Together with our supply chain we have:

  • A UK resource base covering the required disciplines with specialist staff across the UK.

  • A regionally based approach that enables a local focus, minimising excessive transport.

Expert Word
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Case studies

A14 Cambridge to Huntingdon
Improvement Scheme

The Challenge

The A14 is a key road transport corridor between the North, the Midlands and the East of England. The objective of this improvement scheme was to widen and extend the A14 between Huntingdon and Cambridge, to improve traffic congestion and safety, and enhance the commuter experience. 
The Integrated Delivery Team (IDT) included Balfour Beatty, Skanska and Costain. The role of Bouygues Energies & Services included all civil infrastructure work in motorway communications and the street lighting. This included the excavation and installation of ducting and chambers, re-instatement for ducts to house cable, installation of access walkways and steps for communications cabinets, installation of street lighting columns and all associated cabling and electrical work, and testing and commissioning of all lighting and communications assets.
Work on the scheme commenced in November 2016 and the new road re-opened in May 2020, with the final stages due to re-commence in October 2021.

85,000

Vehicles per day travel on the A14

21 miles

Of the A14 upgraded

£1.5bn

Value of entire scheme

Health, safety and wellbeing 

We introduced a number of health, safety and wellbeing initiatives to enhance the competency level of our supervisors and reduce the risk of our workers on site. 

We had a Health & Safety manager on site who closely monitored the works and was the point of contact for the team.

Works on this project were completed throughout the pandemic and we provided serviced apartments to everyone on site, which meant they could have their own personal space, do their own cooking and have their rooms cleaned regularly.

We installed 360 camera sensors for our machines, and our supervisors underwent Black Hat training in order to gain added responsibility on site. 

We also ensured that none of our people worked over their allocated hours and had a 12 hour break between shifts. 

Due to the size of the project and various subcontractors using heavy machinery, strict health & safety precautions had to be taken in order to ensure people were not working in close proximity to this machinery. This required careful coordination to avoid clashes with work.

We ensured our partners were FORS accredited and introduced plant requirements such as FORS silver for heavy vehicles. 

Competence and capability

Throughout our works, we drove a culture of ‘right first time’ and demonstrated our ability to adapt to unforeseen scenarios to ensure quality, efficiency and cost-effectiveness. 

We were engaged with the client’s pre-construction teams before works started in order to prevent any design ambiguities and to suggest improvements that could save the client money. 

Collaboration

Our team attended weekly planning meetings with other subcontractors to promote collaboration across the site. We also sent out a weekly ‘look ahead’ note so everyone was aware of what was going on. This worked well and improved communication across the site. 

We set up a weekly site tour with the appropriate supervisors and engineers to agree our aims, assess if that section was ready to undergo works, and determine who else would be undergoing works there.

We collectively came up with a weekly plan, which managed expectations and eliminated ambiguity around what we wanted to achieve that week. This collective and visual approach led to effective planning sessions. 

Digitalisation and Innovation

We vastly improved it document control with the introduction of office 365 applications such as One Drive and Microsoft Teams in order to share information in one place. 

We introduced and improved the online site diary and allocation sheets, so that all parties were happy with the information included. 

In addition we introduced a digital quality check procedure. This is something that we would like to implement going forward to ensure greater collaboration and visibility of what is going on.

Social Value

We collaborated with our partners Balfour Beatty, Skanska and Costain IDT on a number of initiatives to benefit the local communities throughout the project.

Examples of this include;

  • A funding pot of £400,000 was launched in July 2016 by the A14 Community Fund with £110,000 of it already allocated to 16 local projects, including to encourage outdoor activities such as cycling and walking. 
  • Grants of up to £10,000 are available to those living along the A14 in Cambridgeshire.
  • Built local footbridges for schools, providing pupils with safe access. 

Commercial

Throughout the scheme, we took a proactive approach by seeking to agree quotations in advance of the works to help with forecast and budget certainty. 

We ensured regular submission of revised programmes, with detailed breakdowns of progress to date along with additional works and delays, to identify potential impacts to the critical path and/or the completion date.

A14

A14
 

 

Our Commitments

Our team has the capacity and quality of resources to satisfy all motorway lighting and communications systems projects. Together with our supply chain we have:

  • A UK resource base covering the required disciplines with specialist staff across the UK.

  • A regionally based approach that enables a local focus, minimising excessive transport.

Expert Word