• 1.5 million LTI free working hours
• Ground floor plan: 5,790 m2.
• Total volume of construction: 96,750 m3
• Supporting facilities/structures: 6,250 m3

In 2024, BP successfully completed the construction of a new wheat factory in Krefeld, Germany representing the client’s biggest Capex to date, a substantial investment of hundreds of million euros. This case study delves into our experience managing the construction of this state-of-the-art facility, focusing on our adherence to stringent health, safety, and environmental (HSE) standards.

The client had clear and ambitious objectives for this project. They aimed to achieve zero Lost Time Incidents (LTI) during the project execution, a goal we successfully met. We played a critical role in ensuring adherence to HSE requirements, achieving 1.5 million LTI-free working hours. Additionally, our responsibilities included comprehensive project & construction management, covering site coordination, cost control, HSE, scheduling, risk management, quality control, and field engineering support.

While we did not provide direct design services, we coordinated closely with design consultants, the client, and main contractors across all disciplines. The design process involved facilitating smooth communication and integration of engineering deliverables with design consultants and ensuring all construction elements met the client’s specifications and regulatory standards.

Throughout the project, we maintained strong collaboration with the client. This collaboration was characterized by regular daily and weekly meetings with designers, contractors, and responsible authorities. Continuous feedback mechanisms ensured that the client’s needs and concerns were promptly addressed. We involved the client in key decisions, maintaining transparency and trust throughout the project.

Logistics and crane coordination required meticulous planning due to limited access to working areas. The steel and concrete structures presented complex design clashes with mechanical and electrical systems. Managing six main contractors and over ten subcontractors required robust site coordination strategies.

Apart from that, Blue Projects had to ensure that all contractors and subcontractors adhered to the strictest guidelines for quality assurance and control, as required by the client. This was facilitated through the implementation of respective Inspection Test Plans (ITPs), which were meticulously reviewed and approved by BP before being presented to the client. Our company managed, checked, and signed off on all hold points and statutory requirements.

Key activities included

• Rebar checks
• Bolt positions
• Non-Destructive Testing (NDT)
• Pressure tests
• Passivation and preservation of bearings, shafts, and gears
• Comprehensive Pre-Commissioning Responsibilities

In addition to quality assurance, the company was solely responsible for ensuring that the plant construction adhered strictly to design specifications. All safety and quality-related changes were implemented under BP’s direct supervision. This comprehensive approach included:

• Yellow-lined Piping and Instrumentation Diagrams (P&IDs)
• Loop checks
• Motor bumps
• Appropriate Lockout/Tagout (LOTO)
• Approved change requests
• Detailed Documentation Management

Furthermore, the careful handling of documentation was another of Blue Projects’ missions. This involved the storage, compilation, verification, barcoding, and handover of all relevant documents—a level of detail unprecedented for both the client and BP. The documentation encompassed:

• Mechanical test packs
• Electrical and loop test packs
• Civil and structural packs
• Each of these packs contained critical information, such as:
• As-built drawings and sketches
• All NDT and test reports, including x-rays
• Inspection Test Plans (ITPs)
• Weld maps, weld procedures, and qualifications
• Maintenance, operating, and OEM assembly and spare parts manuals
• All change requests

By integrating these stringent measures, Blue Projects ensured that the highest standards were consistently met, providing a reliable and efficient project outcome for the client.

Given the project’s complexity, our design solutions focused on effective construction management. We employed advanced scheduling tools and techniques to streamline construction activities. Innovative methods were used to resolve design clashes and ensure the seamless integration of various systems.

Our solutions were successfully implemented, achieving the agreed start-up date of December 2023, despite initial budget and timeline challenges. Our assessment of Contractors’ Variation Order (VOR) claims resulted in significant cost savings, few million euros.

The completion of the wheat factory had a positive impact on the client’s business. The new facility enhanced production capabilities and achieving zero LTI while maintaining high HSE standards improved the client’s reputation. The significant cost savings contributed to the overall profitability of the project.

This case study highlights the value of BP’s construction management services, emphasizing our role in achieving the client’s objectives. Key takeaways include maintaining open communication channels and involving the client in decision-making processes, addressing logistical challenges and managing multiple contractors efficiently, and delivering significant cost savings while achieving high safety standards.