Documentation of pilot project National Tax Autorithy

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1 National Tax Authority Documentation of pilot project National Tax Autorithy Market Transformation Towards Nearly Zero Energy Buildings Through Widespread Use of Integrated Energy Design (MaTrID): IEE/11/989/SI NTA (National Tax Authority) Helsfyr, Oslo, Norway Arne Førland-Larsen, Asplan Viak AS, Norway Knut Magnus Solbakken, Asplanviak AS, Norway 1

2 Contact details of MaTrID partners Arne Førland-Larsen Asplan Viak Kjørboveien Sandvika Norway. Salvatore Carlucci, PhD end-use Efficiency Research Group, Energy Department, Politecnico di Milano Via Lambruschini Milano, Italy Ronnie Hollsten KanEnergi Sweden AB Box Skara, Sweden Stefan Amann e7 Energie Markt Analyse GmbH Theresianumgasse 7/1/ Vienna, Austria Disclaimer The MaTrID project is supported by the European Commission in the Intelligent Energy for Europe Programme. The sole responsibility for the content of this publication lies with the authors. It does not necessarily reflect the opinion of the European Union. Neither the EACI nor the European Commission is responsible for any use that may be made of the information contained therein. The MaTrID project duration is from June 19, 2012 December 18, 2014 (Contract Number: IEE/11/989/SI ). 2

3 Table of content 1 Background information About this pilot project Design goals Work organization Team composition ID facilitator: role and function ID facilitator mandate Communication among the team members Use of Building Information Model (BIM) tools File sharing system Information sharing Transfer of knowledge ID Strategy Workflow Quality assurance plan & Quality control plan Setting responsible, milestones and highlighting critical points per each design phase Innovation and Demonstration Please report which are the most innovative features of your intervention. Why is this project innovative? What lessons have you learned during the ID process? What kind of problems did occur during the ID process and how did you solve it? What would you do differently during the next ID process? What kind of awareness rising Bibliography

4 1 Background information All pilot projects in WP4 have to be clearly documented. The following structure helps to keep track on IED processes in partner countries. This template emerges from work done in WP5 and WP6. 2 About this pilot project Name/acronym of the pilot project: Norwegian Tax Administration Building (NTA) Owner: Entra Eiendom Name of contact person: Bjørn Grepperud, Insenti/Entra Function of contact person: Overall project management Location: Fredrik Selmers vei 4, 0663 Oslo, Norway Type of the building: Office building including in-house data central and print shop Gross floor space in m²: 31, 000 m 2 before renovation. 35,000 m 2 after renovation. Investment costs in EUR: EUR More information: Design goals The candidate partner can here describe the design goals that are inspiring the design effort. For each of them, please report explicitly the target values or the acceptability conditions. Table 1: Design goals per design phase. Design goal Describe the goal and the set-point values if applicable Aesthetics Increasing the office space m2. Accessibility The building had to fulfil new Norwegian regulations for accessibility 4

5 Design goal Cost-effectiveness Describe the goal and the set-point values if applicable Budget 1875 EURO pr. M2 Energy efficiency First planned 129 kwh/m 2 per year. Final goal was 84 kwh/m 2. This was a result of improving the ambition from level B to level A / PH. Final goals: Energy label A (Norwegian regulation) Fulfilling Norwegian Passive House level Functional/Operational goals Demand on indoor climate, level B according to NS Historic preservation Productivity Secure/Safety Sustainability Other BREEAM Very good Future Built pilot project- quality criteria are: 1. Pilot projects must be innovative and have showcase qualities. 2. Pilot projects must be of high architectural and environmental quality. They shall contribute to a healthy urban environment that ensures good living. 3. Pilot projects are localized near major transport hubs, and will reduce climate gas emissions from transport, energy and materials by at least 50%. For more information: Fulfilling Entra property demands for sustainably building design 4 Work organization 4.1 Team composition Has been the design team the same during the whole process? Norwegian Tax Administration is a collaborative project on the commercial development of low energybuildings. The project is carried out by a number of key actors: 5

6 Entra Eiendom - real estate owner / developer Optimo Prosjekt AS / Insenti AS (OP) as project manager Hambra, as ID facilitator Energetica Design, as consultant energy Sweco as HVAC consultant AF Gruppen AS as contractor for structural works and coordination Caverion, as contractor on HVAC The multidisciplinary team comprised: Representatives for the owner ID facilitator / BREEAM AP /material Specialist (ID facilitator were divided between AP and Energy consultant) Head of design management Architect Structural engineer ID facilitator Energy consultant (ID facilitator were divided between AP and Energy consultant) HVAC consultant Acoustic consultant Fire consultant Electricity consultant Has the multidisciplinary team increased the effectiveness of the design phase? The multidisciplinary design team indirectly increased the effectiveness of the design phase. Early decisions in the multidisciplinary team ensure the design choices and the consolidation of strategies in order to reduce the risk of changes in following design stage. Energy consultant together with ID facilitator introduced increasing the design goals in concept design. Early stage discussions gave increased environmental ambition. Energy label B was raised to energy label A/ Passive house level, BREEAM level very good and fulfilling Future built demands. Has the multidisciplinary team anticipated interferences between activities and avoided problems? ID facilitator and energy consultant attendant all project meeting and did comment on all design decisions in order to ensure the energy and environmental goals for the project. 4.2 ID facilitator: role and function Describe the role of the ID facilitator during the development of the pilot project. ID facilitator was responsible for achieving the project goals and objectives. ID facilitator was part of all project meeting, and every time design proposals might compromise the project goals, the ID facilitator call for alternative solutions. This process ensured that the overall design of the building was in corresponded with the project goals and objectives. Describe within maximum one page your level of actual involvement in the respective phase: Initial planning phase, Competition phase (if applicable in your country), concept design phase, detailed design phase, construction phase. 6

7 Table 2: Role of the ID Facilitator per design phase. Design phase Initial planning phase Describe the involvement of the ID Facilitator Not involved Competition phase Setting up premises and goals for environmental performance of the building Concept design phase Detailed design phase Construction phase Participant on project meeting, follow up environmental golas for the project. Futurebuilt Passive house Energy label A Entra Environmental Quality ensures plan Participant on project meeting, follow up environmental golas for the project. Futurebuilt Passive house Energy label A Entra Environmental Quality ensures plan Not involved Quality check of contractor design. Futurebuilt Passive house Energy label A Entra Environmental Quality ensures plan Not involved 4.3 ID facilitator mandate Has the ID facilitator received a mandate from the owner? The mandate for the ID facilitator was the goals and objectives for the project. Please, attach a copy of the mandate in the Annex X at the end of this report if possible. No paper available (Entra), the building owner and the tenant (NTA), was involved in all project decisions. Detail information on the process present in (Haavik, 2013) 7

8 5 Communication among the team members 5.1 Use of Building Information Model (BIM) tools In case more than one BIM tool was used during the design, there were problems in sharing the numerical model among the team members? No information available on this subject Can you briefly report your experience in using BIM tools, basically by referring to the lessons learnt? No information available on this subject Do you think that the level of development of the software you used is adequate to be used in the practice? No information available on this subject Can you point out some lacks you found in using BIM tools? No information available on this subject 5.2 File sharing system How do you evaluate the efficiency of your file sharing system? In the project, the file sharing system web based project place. It worked well with regard to providing platform for communication and cooperation among different actors. On the base of the experience gained during this project, would you take in consideration the adoption of more advanced systems to share files? Probably not. 5.3 Information sharing How do you evaluate the efficiency of sharing information during this project? During the design and development period there has been held a large number of multidisciplinary meeting. Supplementary meeting and presentation with the key stakeholders. The goal of the meeting/workshops was to facilitate communication and information sharing for the purpose of planning and cooperation among various parties in the project. Workshop included updated information and presentation on latest design and decisions. This process ensure available updated information on designteam members. 8

9 On the base of the experience gained during this project, would you take in consideration the adoption of more advanced systems to share information? No 5.4 Transfer of knowledge Transfer of knowledge is about how the ID process increases understanding and knowledge of all specialists work conditions. The aim of transferring this knowledge is that by increasing awareness and knowledge during all stages of the planning process it should provide even better ID processes in the future. Describe how transfer of knowledge took place among architects, engineers and developer. The ID facilitator and Energy consultant used meeting to give information on the project goals, and to emphasize important issues concerning the design, and environmental goals of the project. 6 ID Strategy Workflow 6.1 Quality assurance plan & Quality control plan A Quality Assurance Program describes the overall goals for the building. The values have to be described both as goals and demands. It may also be useful to weight the goals or rank them. It is important that the Quality Assurance Program is deeply rooted in the decision makers of the project and it should be given the same status as the budget and time schedule for the project. The Quality Assurance Program has to be followed up by a Quality Control Plan. This plan is a tool for the project team and a document that makes it possible for the building owner to control and follow up the goals. The quality control plan defines goals and related sub goals, defines milestones through the planning and construction phases, and specifies who is responsible for each task. Entra Quality Assurance Program was basis for the project environmental demands and goals.. The project had an updated quality control plan every 3 month, in the concept and design phase. The updated plan where forwarded to Entra for information and approvel. 9

10 6.2 Setting responsible, milestones and highlighting critical points per each design phase The responsible in charge for a given design phase helps the ID facilitator in managing the whole process. He/she has the responsibility for the correct implementation of the tasks planned in a specified phase and for the on-time execution of the activities. A milestone is a formal checkpoint defined by the whole design team during the initial planning phase. It can be a formal approval by the owner or the delivery of one or a set of documents. The approval of a milestone allows access to a subsequent phase. A critical point is an unexpected situation that has occurred during a given design phase. Please report the solution discussed within and proposed by the design team. 10

11 National Tax Authority Table 3: Responsibles, milestones, critical points and outcomes per design phase. Design phase Responsible(s) in charge for the phase Milestone(s) Critical point(s) Outcome(s) Initial planning phase No documentation No documentation No documentation No documentation Competition phase No documentation No documentation No documentation No documentation Concept design phase ID Facilitator/ Energy consultant Overall goals and objectives for the project Documentation report on a various design choices. se section above Detailed design phase ID Facilitator / Energy Overall goals and Insulation on basement walls. Drawing and technical Consultant objectives for the project Was planned but turned out to specification se section above be difficult, and was carried through. Construction phase ID Facilitator Overall goals and BREEAM demands BREEAM Very Good Leader on the building objectives for the project Airtightness certificate not yet approved. site se section above Passive house level Energy label A Energy label A Passive house level 11

12 National Tax Authority 7 Innovation and Demonstration 7.1 Please report which are the most innovative features of your intervention. Why is this project innovative? There exist very few outstanding examples of ambitious renovation projects in the non-residential sector in the world. This was one of the most ambitious renovation project within the non-residential sector in Norway. After renovation the building will comply with the Passive House standard, achieve the energy label A and be BREEAM certified as very good. Before renovation, the measured energy use was 190 kwh/m 2 per year. Firs a reduction to 129 kwh/m 2 was planned. This was later improved to a goal of 89 kwh/m2 per year. The overall design strategy was based on: Optimizing the building envelope Optimizing the technical system Utilization/recovery of energy from data facility in the building The internal space was increased from 31, 000 m 2 before renovation to 35, 000 m 2 after renovation. This was a result of linking the original five building blocks together by building new intersections between them and replacing the gateway bridges which previously linked them together. This concept meant increased space and simultaneously reduced outer facade per m 2, which is very energy efficient. Facts about the project: Built: 1982 The overall design strategy based on: Optimizing the building envelope Optimizing technical system Utilization / recovery of energy from data facility in the building The increase of the space is a result of linking the original five building blocks together with building new intersections between them and replaced the gateway bridges which previously linked them together. This concept means increased space and simultaneously reduced outer façade per m2, which is very energy efficient (see picture on front page). 12

13 Typical floor plan before refurbishment Typical floor plan after refurbishment The building has the following properties: U-value roof: 0.12 W/m 2 K, U-value floor/slab 0,1 W/m 2 K, U-value walls: 0,17 W/m 2 K (it was not feasible to improve insulation on wall 4,5 m under the ground, average 0,47, walls over the ground has an average of 0,13) U-value windows: 0,72 W/m 2 K Airtightness: < 0,6 h-1 (measured 0,5 h-1) Improving measurers for technical system 13

14 HEATING SYSTEM Before - Electrical heating After - Water based heating systems VENTILATION Before CAV mechanical ventilation After VAV mechanical ventilation Low SFP, < 1,5, and efficiency of heat recovery > 85% HOT WATER PRODUCTION Before - Central electrical heated boiler. After - Central boiler heated with waste energy from data Facility in basement in combination with electricity/ district heating RENEWABLE ENERGY SYSTEMS Before none, all energy consumption was based on electrical supply. After - Reuse of waste energy from data facilities in basement in combination with district heating from public supply. Night cooling strategy for reduced cooling. (Førland-Larsen, 2012) The facades are made by 85% recycled aluminum (see picture below) 7.2 What lessons have you learned during the ID process? Some factors may be both a driver and a barrier depending on how they are dealt with. One is communication which is extremely important in such project. Imprecise communication can for instance lead to misunderstandings regarding the effects of certain technical solutions. At the same time, good communication can convince other members of the project group to choose more innovative solutions. An example of good communication is how AF developed a movie to sell the innovative idea of using prefabricated elements instead of traditional on site renovation. The final result of this renovation project will be looked at as visionary and innovative. This is mainly a consequence of: Companies challenged by competition. First represented by Entra when they had to search for new approaches to solutions for the tenant. Later represented by AF which launched the idea of using prefabricated elements. Company policies which expressed ambitions regarding energy and sustainability. Individual persons combining their skills and enthusiasm to convince others to increase the level of ambition. 14

15 The increased public focus on sustainability has influenced this indirectly through the involved persons and the company policies. Work in a multi-disciplinary team is a complex activity. Communication is something as perceived an easy task, but it s a much more difficult pursuit in practice. Challenges related to multi-disciplinary communication can be solved through good planning and setting aside enough time for meetings/workshops and clarification process. All design team members should take part of most discussions because they have to know how hard the process is to find the best solution. If they haven t been a part, they tend to be less flexible in finding holistic solutions. It s important to be a part of the process to be motivated to change attitude. And it might end up being most cost efficient. 7.3 What kind of problems did occur during the ID process and how did you solve it? Due to imprecise information, the idea of increasing the energy standard was first rejected. The tenant expected that the indoor comfort would be poorer with the chosen solution. In particular, they worried about long delays in adjusting the indoor temperature. This must mainly be attributed to lack of knowledge on the tenant s part, in combination with imprecise information from the landlord and consultants regarding the consequences of increasing the energy standard of the building. When better documentation was presented the conclusion was changed. The tight time schedule made it difficult to consider the consequences of the new proposal. But due to intensive work by the consultants and the increased involvement of the top management, this barrier was overcome One of the challenges that the project had faced during its ID process was the conflict between environmental goals and aesthetic objectives. For example, preservation of the wooden façade of the building and its aesthetics was weighted against the possibility for increased utilization of solar energy, by using the parts of façade for photovoltaic cells. As a result of discussion, a compromise solution had been reached: the solar cells were eventually placed on the roof of a nearby garage instead of the building s facades, thus keeping the aesthetic expression of the building and increasing capacity for energy production by using off-site areas. 7.4 What would you do differently during the next ID process? BREEAM goal Very Good where introduced after the tender process of the building. This gave problems with gathering information and documentation for the BREEAM certification. The demands should be a part of the tender paper and the deliverable for the contractor. 7.5 What kind of awareness rising There has been an outstanding interest in the building in the operation phase, with visits from politicians, authorities and professionals. The building has been opened in a official ceremony with participation of Minister Norway. 8 Bibliography Haavik, T. (2013). Norwegian Tax Administration Building. Passive House Norden