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.

Solution

Bouygues Energies & Services were appointed as the preferred installer on this project, they specified a system that would give Axis Shield an incredible saving of 101,850kWh approximately £11,203.46.

The Bouygues Energies & Services team provided a full turnkey solution that included initial investigation, energy survey, design and installation. The whole programme was planned to the dot to ensure minimum downtime and disruption to their operation. 

To ensure the site was completed in the given timeframe and shutdown period, the site team started dismantling unnecessary parts from the existing system, giving them more time to install the new upgraded direct drive with fan array, filters and provide a general clean-up of the framework.

In the process, the engineering team on site replaced the pumps, fans, chillers and re-pipped where necessary. Completing the site to the highest standard meeting British standards and CIBSE guidelines. 

Benefits

Energy saving and subsequent cost savings

Benefit from a massive financial saving long term on using the HVAC system and cleaner air 

Improved reliability 

The new system allows the client a peace of mind knowing it has been fully serviced and is working to it’s optimum level 

Improved health and safety

The new system will provide a better-quality air. Filters, pump and pipework being replaced ensures there isn’t dust travelling with the air 
 

The Challenge

King's College London (KCL) and Bouygues Energies & Services have a longstanding relationship, dating back to 1999. We have a 25-year contract to provide Total Facilities Management for two of the University’s largest research buildings; New Hunts House and Franklin Wilkins Building.  

At Bouygues E&S, we take a collaborative approach and are committed to supporting our clients reduce their carbon footprint and in turn, meet their sustainability targets. Since the beginning of our partnership with KCL, part of the challenge was to help the client improve their buildings' performance through the delivery of innovative and energy-efficient solutions and services. 

KCL was Bouygues E&S’ first higher education venture in the UK market and pathed the way for our now extensive portfolio of Education sites.

Our Solution

At KCL, we provide Total Facilities Management services such as: cleaning, portering, waste, post room and security, mechanical and electrical (ME) maintenance, building fabric maintenance and lifecycle management.

We have various lifecycle projects in operation across both buildings, as follows:

• An electrical renewal project to replace the distribution panels and boards across both buildings, which were initially installed in 1999. The aim of the project is to provide fully compliant panels and boards.
• The refurbishment of 38 sets of WCs across the Franklin Wilkins Building, including the installation of 130 Propelair WC units which significantly reduce the amount of water used for flushing. Moreover, Aaztec Recycloo WC cubicles have been introduced, which are manufactured from recycled plastic.
• A £3m chiller replacement in 2017.
• The installation of GVS Bacticell high efficiency and low energy filters in all the Air Handling Units. This provided energy savings of 23.4% (a payback of 3 months), improved air quality by 10% and increased capacity by 23%.
• Largescale LED lighting replacements have taken place.

As a result of these projects and energy saving initiatives, we have seen annual energy savings of just under 3,000,000 kWh per annum and a carbon emissions reduction of just under 1,200 tonnes of CO2e a year.

A Client-Centric Approach

Bouygues E&S participate in the KCL led ‘fit for king’s’ programme where staff aim to deliver ‘a world-class service for a world-class university.’ As a result, the university now has a highly engaged, high performing FM team with a truly client-focused approach.

We have a “one team attitude” with the client which has been demonstrated through our continual support in advancing the student experience and achieving their sustainability goals.

For example, Bouygues E&S introduces a plant register with run times to assist with energy savings; keep building-users informed with what is happening on-site through project boards and building-user group meetings; and introduced weekly staff surgeries, where the management team are available to answer staff queries.

Bouygues E&S engaged in a king’s efficiency project, where it demonstrated its ability to update its services to meet the students expectations provided by the campus operations team. This project was recognised for its outstanding achievement in customer care at a BIFM awards ceremony