b' 16Planning and the pandemicThe pandemic was an unexpected disturbance to the planning that tested coordination. Facing health restrictions means management and subcontracting companies have to be flexible,to say the least. However, works continuedby reorganising the schedule and ensuring the fewest people possible were on the site at the same time. When the project was at its busiest, there were 120 people on site. In March 2020, only 8 people were on site at a time due to health restrictions. The authorities inspected regularly to be sure workers were physical distancing andManaging a real-estate wearing masks. Moving forward with unpredictableproject is like conducting restrictions showed the flexibility, reliability andan orchestra, guaranteeing responsiveness of the management team.the total harmony of the whole project until Energy performance completion. Rue du March 40 has taken a leap into the DAVID ENGELfuture for energy consumption. One of PSPsCONSTRUCTION TEAM MANAGERPSPobjectives was obtaining the Haute Performance nergtique label. Sustainability was a high priority RUE DU MARCH 40GENEVAin the transformation strategy. This is particularly challenging for a heritage project, particularly for the budget. To improve the insulation, all the windows and doors were changed and technical solutions were mounted inside the faades.'