Bbp Green Building Managment Toolkit

7/27/2019 Bbp Green Building Managment Toolkit

1/40

Green Building Management ToolkitTranslating words into action


2/40

Better Buildings Partnership: Green Building Management Toolkit

The Better Buildings Partnership (BBP) brings together anumber of the largest commercial and public property ownersin London in one collaborative organisation. All members areworking together to improve the sustainability of Londonsexisting commercial building stock and accelerate the reductionin CO 2 emissions from these buildings.

Authors:Jo Smallwood ARUPJustin Snoxall British LandSue Highmore Practical Law CompanyDavid Sauntson Transport for London

Working Group:Christopher Botten BBPKeith Bugden BBP/ Hermes Real EstateDavid Short GE Capital Real EstateGlenn Blake Legal & General PropertyJames Anderson PRUPIMPaul Cran eld UBS

The BBP also wishes to thank the following for their valuable contribution:Graham Lust Boodle Hat eld

Becky Clissmann Practical Law CompanyPaul Harrington PWC

The views expressed in this document are not necessarily those of either theindividuals who provided input or of their organisations.

Copyright 2010 BBP. All rights reserved

Acknowlegements


3/40

1


Chairmans Statement 2

Background 3

What is a Green Building Management Group? 3 Why form a Green Building Management Group? 3

Running a Green Building Management Group 4

Who should attend? 4 Green Building Management Group meetings 6 The importance of measurement 6

Critical Success Factors 9

The importance of leadership 9 Allocating adequate and appropriate manpower 9 Focusing on tangible results 9 Celebrating success and sharing best practice 10 Never give up! 10

Template Introductory Presentation 12

Template Green Building Management Group Agenda 14

Template Environmental Action Plan 15

Template Green Building Management Group Reports 22

Template Memorandum of Understanding 31

Glossary 37

Section 1

Section 2

Section 3

Section 4

Appendix 1

Appendix 2

Appendix 3

Appendix 4

Appendix 5

Contents


4/40

2


Chairmans Statement

Signi cant improvement in the environmental performance of our existing building stock is critical if we are to reduce the UKscarbon footprint. Emissions from buildings contribute over 40%of the UKs total greenhouse gas emissions and, accordingto the Intergovernmental Panel on Climate Change, buildingsalso offer by far the most cost effective opportunity to reduceemissions of all sectors. The Better Buildings Partnership(BBP) Green Lease Toolkit has established a clear frameworkfor collaboration between owners and occupiers in commercialbuildings, but this is only a start. The greater challenge istransforming intent into action and results.

The Green Lease Toolkit 1 suggests that collaboration between owners, occupiersand building management on environmental issues can best be achieved througha Green Building Management Group (GBMG). This Green Building ManagementToolkit provides guidance on how to establish and develop a GBMG and by doingso effectively manage, monitor and record environmental improvements. In developingthis Toolkit, we have sought to produce comprehensive, yet exible guidance,which allows different buildings and stakeholders to adopt tools which are appropriatefor them.

It includes the following:

Guidance on how to set up a GBMG, with examples of best practice alreadyin place

A template presentation which can be used in a rst meeting to set up a GBMG

A template agenda f or GBMG meetings

A template Environmental Action Plan to capture actions planned and completed

A suite of reports which can be used to assess progress and communicate results

A template Memorandum of Understanding, which sets out how an owner andoccupiers intend to address environmental issues in their building.

It is our hope that this Toolkit reaches a wide industry audience and is adopted as apractical, effective tool to help reduce occupancy costs and improve the environmentalef ciency of our commercial buildings.

Justin SnoxallChairmanBBP Green Building Management Working Group

Justin Snoxall

Section 1

1 http://www.betterbuildingspartnership.co.uk/download/bbp-green-lease-toolkit.pdf
http://www.betterbuildingspartnership.co.uk/download/bbp-green-lease-toolkit.pdfhttp://www.betterbuildingspartnership.co.uk/download/bbp-green-lease-toolkit.pdfhttp://www.betterbuildingspartnership.co.uk/download/bbp-green-lease-toolkit.pdfhttp://www.betterbuildingspartnership.co.uk/download/bbp-green-lease-toolkit.pdfhttp://www.betterbuildingspartnership.co.uk/download/bbp-green-lease-toolkit.pdf


5/40

3


Background

What is a Green Building Management Group?It is a Group:

Established to review and improve the environmental and operational performanceof a building.

Focused primarily on minimising the consumption of resources, such as electricity,gas (or other heating fuels) and water, and reducing the generation of waste ina building. The Group can also consider other environmental issues such assustainable procurement, biodiversity, travel and air quality.

Which is useful in multi-occupied commercial of ce buildings where sharedservices are provided to demised areas.

Which provides a forum to share ideas and best practice examples. Which requires a shared commitment to meet regularly, collect resource

consumption data, to set and agree common environmental objectives, to developan Environmental Action Plan for a building, to undertake improvement actionsand to produce an annual statement of results.

Why form a Green Building Management Group?

There are a number of reasons to consider establishing a GBMG.

Ef cient operational management of a building can minimise occupancy costs.

Effective collaboration between owner, occupiers and building management can

improve working relationships and understanding of shared needs. Activities and results arising from the GBMG may contribute to each stakeholders

own environmental, climate change or corporate social responsibility strategies.

Greater understanding of mutual responsibilities arising from environmentalregulation.

Case studies of environmental achievements can be published to enhance eachstakeholders own corporate reputation.

Celebrating successes and results can help build collective momentum of improvement of the environmental performance of a building.

Reporting positive results will help demonstrate achievements to stakeholders,support prioritisation of actions and highlight good performers.

In 2008, British Land formed a GBMGwith the occupiers and managing agentat its Head Of ce, York House. In 2010,total building energy use reduced by 1.1million kWh compared to the previousyear, cutting CO 2 emissions by 416tonnes and saving an estimated 63,000.British Land controlled energy usereduced by 32% and occupier controlledenergy use by 9%. The proportion of waste recycled also increased to 70%,from 40%, with 98% diverted from land ll.

Section 2


6/40

4


Running a Green Building Management Group

Who should attend?Participants

A GBMGs leadership and drive should come from the building management. This willbe reinforced if the owner of the building actively supports the Group and participatesin meetings or even leads the process to establish priorities and drive results. Evenif the owner is unable or unwilling to engage with the Group in person, it is importantthat the building manager or managing agent can demonstrate clear supportfrom the owner to improve the buildings environmental performance. Whilst thebuilding manager or managing agent should lead, it is important that there are clear champions amongst occupiers to support the Group.

A GBMG should be inclusive and to some extent self-selecting (all those who wantto participate should be welcomed). The success of the Group is partly determinedby the levels of support that can be given by occupiers in the building. There is littlepoint, however, encouraging reluctant occupiers to participate. Those who believe thatits objectives are important and are motivated to make a difference will more likely becommitted to ensure positive results are achieved. Success breeds success. Onceresults can be demonstrated, the more sceptical occupiers may recognise its bene tsand participate.

A GBMG can still operate effectively without universal support from occupiers in thebuilding. In most cases this initiative will represent additional responsibility for thebuilding manager or managing agent. Whilst much of the process can be embedded inthe existing building management, it can be bene cial for the owner to provide speci cenergy management support, either from the owner or from the managing agent or asustainability specialist.

Section 3

In 2008, Hermes Real Estate established a Sustainability Forumat Chineham Business Park withthe aim of reducing the Parks CO 2 footprint. The Sustainability Forumis supported by a number of keyoccupiers on the Park and is designedto share both best practice news andinitiatives relevant to occupiers. TheForum meets four times a year andprovides an opportunity to put forwardsuggestions for policies to be includedin the ongoing plan to promote moresustainable patterns of activity. Outputsinclude a transport action plan for occupiers, with renewable gas shuttlebuses, car sharing and cycle scheme,as well as a biodiversity programme.


7/40

5


Who Role Responsibilities

Owner Sponsor of GBMG 1. Promote the setting up of a Group in the building; if necessary by meetingrst with occupiers individually to get their agreement in principle to

participate. A Template Introductory Presentation is provided in Appendix 1to assist in explaining the bene ts of setting up the Group.

2. Chair the rst Group meeting to set the scene and get agreement fromoccupiers on the scope and priorities of the Group. A Template GBMG

Agenda is provided in Appendix 2.

3. Encourage occupiers to sign a Memorandum of Understanding (MoU),which will outline how the owner and occupiers of the building will worktogether to improve its environmental performance. A Template MoU isprovided in Appendix 5.

4. Manage and review progress of GBMGs across its portfolio throughquarterly review meetings with the building managers and/or managingagents.

BuildingManagement

(BuildingManager,Building

Engineer or Managing

Agent)

GBMG leader (drives the processto ensure momentumis maintained)

1. In the absence of the owner, chair the Group meetings and be responsiblefor arranging meetings and setting the agenda.

2. Work with occupiers to agree building-wide environmental targets.

3. Take ownership for maintaining the Environmental Action Planand ensuring results are being achieved. A Template Plan is provided in

Appendix 3.

4. Take direct responsibility and demonstrate leadership in driving reductionsof energy in:

a. Central HVAC (heating, ventilation and air-conditioning systems) throughongoing optimisation of the plant.

b. Common parts small power and lighting.

5. Review occupier progress outside Group meetings (existing buildingmanagement meetings can be used to do this). Where appropriate, providesupport to occupiers to help complete actions.

BuildingOccupiers

GBMG members 1. Agree and support the scope of activities of the Group. This can be bysigning an MoU.

2. Agree common environmental targets for the building.3. Take responsibility for driving reductions in energy and water consumption

and waste generation in their own demise.

4. Attend quarterly Group meetings, with the building management, and shareexamples of best practice.

Energymanager

(from owner,managingagent or sustainabilityspecialist)

Monitoringand assessingperformance.Identifyingopportunities for further progress.

1. Attend Group at least annually to present a review and analysis of resultsand recommend areas of focus for the year ahead.

2. Attend quarterly meeting, with the building management, to reviewthe Environmental Action Plan. Provide ideas on additional energyef ciency initiatives.

3. Produce building performance reports for Group meetings. TemplateBuilding Performance Reports are provided in Appendix 4.

4. Lead quarterly assessment of all GBMGs in a portfolio.

Roles and responsibilitiesThe following table provides an indication of the roles required to make a GBMG effective. It alsorecommends the allocation of responsibilities within the Group.


8/40

6


Green Building Management Group meetingsFrequency

In the initial phase when a Group is being set up, it is advisable to run these meetingsto focus exclusively on environmental issues. In the early stages there will be a lot todiscuss and the rst meeting is key in setting the rationale for the Group and gainingbuy-in. A Template Introductory Presentation is provided in Appendix 1 and a TemplateGBMG Agenda in Appendix 2. However, once the process has been established,an Environmental Action Plan is in place and there is data to assess performance,the Group will likely be able to operate as a part of the regular building managementmeeting. By embedding the Group into the existing building management process,its activities should become part of the normal running of the building.

Even if meetings become embedded within the existing building managementprocess, it is still advisable to have at least an annual session which focuses onenvironmental issues alone. It is at this meeting that an annual review should takeplace, where results of the environmental initiatives undertaken in the preceding year are considered, case studies shared and the Environmental Action Plan agreed for theyear ahead.

Decision making and costs

The GBMG is not a committee with formal governance, rather it is a forum to shareideas and derive consensus on the environmental operation of the building.It is therefore advisable not to constrain the meetings with formal decision making. It is

important that decisions are taken in the same way that they are for all other buildingmanagement issues. Likewise, those participating in Group meetings should expect tobear their own costs (which should be minimal) of attendance, as they would for anyother building management meeting.

It is also advisable that decisions on costs are made within the existing framework of the service charge. Where initiatives will incur capital costs which may be exceptionalto a service charge year, it is clearly important that occupiers give prior consent.

The importance of measurement

As in any management process, measurement of impacts and outcomes is criticalin order to assess where to focus efforts and to understand the results achieved.Establishing a base environmental performance level of the building is advisable;improvement objectives and targets can then be monitored against this base position.This can be done by conducting an initial environmental audit.

Sub-metering

Utility sub-metering is key in understanding where energy and water is beingconsumed in a building. If the building does not already have sub-metering installed,then the BBP recommends that installation is one of the rst initiatives of the Group.(To understand more about issues relating to energy sub-metering; refer to the BBPBetter Metering Toolkit 2 and CIBSE Guidance TM39).

Signi cant improvements to the level of accuracy and use of utility informationcan be realised through sub-meteringof buildings. Through sub metering of electricity supplies, PRUPIM has beenable to collect more accurate data acrosstheir portfolio, which in turn has allowedgreater analysis of key energy useswithin their buildings.

Hammerson have found that GreenWorking Parties at their shoppingcentres have created an environment for proactive owner-occupier relations. AtBrent Cross, the Green Working Partyis currently chaired by the Starbucksmanager and meets on a monthly basis.Through these meetings, the GreenWorking Party has been able to assistin setting and achieving both centreand corporate targets, with reductionsin electricity and gas amounting to anenergy reduction of over 20% from2006 baseline levels. Recycling rateshave also improved from 48% to 54%

for the whole centre between 2009-2010. Importantly, the Green WorkingParty has helped facilitate behavioralchange in retailers to improve their ownenvironmental performance as wellas facilitate better working relationsbetween all parties.

2 Published in February 2011


9/40

7


Transport for London producesindividual building performance reportsfor each of its building managers. Thereports show each building manager how their suite of buildings is performingagainst their individual targets as wellas how their buildings contribute to theoverall performance of the TfL Head

Of ce estate. The report helps buildingmanagers to prioritise buildings that areunderperforming, as well as identify wellperforming buildings and share bestpractices with their colleagues.

British Land is introducing a newmetering and energy managementsystem across its London of ceportfolio, following a successful pilot atYork House. Electricity and gas datais uploaded automatically to a centralsystem every 15 minutes, with aremote monitoring service highlightingopportunities for the building engineer and occupiers to optimise energyef ciency and nancially quantifyingthe impact of each action. The average

payback across the portfolio isexpected to be three years, after whichoccupiers bene t from savings.

When installing energy sub-metering, it is helpful if the system can identify energyconsumption at least for the following areas in the building:

Central HVAC (heating, ventilation and air-conditioning systems).

Each occupiers demise.

Common parts.

By sub-metering these three key areas, the Group can begin to assign responsibilityfor reducing energy in the building. Generally the building management will havecontrol of energy for central HVAC and common parts, and each occupier for their own demise. This will typically result in the building management and occupiers eachhaving control over approximately 50% of the energy consumed in the building.

In terms of metering water consumption, the BBP recommends that data loggers areretro tted to existing main water meters. This will give the Group access to half-hourlywater consumption to assess how water is consumed over time and identify periods of excess consumption. Contact your water supplier for more information on how to goabout this.

Water sub-meters can also be installed to compare performance between occupiersand identify opportunities to reduce consumption. However, the Group may nd thatpayback periods are too long to justify such installations in isolation often the besttime is during refurbishment. That said, the sub-metering of certain systems (suchas cooling towers) may lead to lower water utility bills and make the payback periods

more attractive.

Reporting

Reporting the environmental performance of the building to the GMBG is important asit allows the Group to:

Assess the environmental impact of the building and compare it to industry/bestpractice benchmarks.

Set realistic targets for reductions and ef ciencies.

Monitor progress towards agreed targets.

Review the effectiveness of measures introduced in the Environmental Action Plan.

Identify well performing areas and develop best practices. Identify and address poorly performing areas.

Reports should be used both to summarise results achieved, at least on an annualbasis, and to compare the performance of those participating on a more frequentbasis. The BBP recommends that the Group should produce the following reports:

Annual environmental building statement a report identifying the total buildingreductions/increases in consumption of electricity, gas and water compared tothe previous year. It is also useful to break down the total building performanceto show the reductions/increases for building management (central HVAC andcommon parts) and each occupier (own demise). Waste generation and recycling

performance can also be reported and, where possible, broken down by occupier. Quarterly environmental performance assessment a report comparing the

respective environmental performance of HVAC, common parts and demisedareas. Comparisons can be made against other buildings in the owners or managing agents portfolio and occupiers can be compared against their neighbours or other similar occupiers.


10/40

8


Green Leases and Memoranda of Understanding A green lease is a standard form lease with additional clauses inserted whichprovide for the management and improvement of the environmental aspects of a building by both owner and occupier. An alternative approach is, however, tonegotiate, in conjunction with a standard form lease, a separate Memorandumof Understanding (MoU), setting out an agreement between the owner and

occupier how they intend to address such matters.

An MoU is not legally binding on the parties and is intended to provide a more exibleand cost effective arrangement than a green lease. It provides owners, occupiersand their respective advisers with a written agreement as to the level of their environmental ambition and can be updated from time to time without amending thelease. It is also designed in such a way that it can be entered into at any stage of the lease period and remain in place for any chosen length of time, with the intentionthat this will provide a faster route to change than what might otherwise be possible.

http://www.betterbuildingspartnership.co.uk/download/bbp-green-lease-toolkit.pdf

A range of example template reports and charts, with details of their purposeand data requirements, is provided in Appendix 4. They show a variety of environmental performance indicators that can be assessed for a building andits occupiers and the Group should select those which are most suited to their objectives and data availability.

Con dentiality

A GBMG will be more effective if occupiers in the building can agree to shareall utility and waste data between themselves. The potency of the Groupis derived from all stakeholders collaborating, comparing performance andsharing/reporting their successes.

Environmental data is not normally commercially sensitive; however, itis advisable to agree a policy regarding con dentiality when a Group isestablished.

Occupiers will generally agree to share environmental data if the followingprinciples are adopted:

Environmental data will be shared and published between the owner andoccupiers in the building.

Internal league tables will be produced solely to assess the environmentalperformance of participating parties and to encourage further activities toimprove the environmental performance of the building.

No external communication of results or case studies will be undertakenby the owner or any occupier without prior consent from all those whoprovided the data/information

Across their London of ce portfolio,Land Securities are rolling out anengagement programme with their occupiers on environmental issuesthrough an approach based on theBBP MoU. Environmental discussionsare incorporated within occupier liaisonmeetings where the Group works together to produce and agree an Environmental

Action Plan. This Plan contains a number of key items which the Group focuseson to help improve the environmentalperformance of the building.

At Braintree Factory Outlet, HermesReal Estate produces league tables for

electricity usage of all the retailers basedat the site. Since its introduction theinformation has become well understoodand popular with tenants. The leaguetables rank the stores by Total kWh used,kWh used per square foot, percentageof kWh saved/increased against thesame quarter of the previous year. Allthree league tables show each retailersposition compared to the same quarter of the previous year. In addition a quarterlyenergy saving newsletter provides aneffective way of communicating to allretailers and on-site staff how Braintree

is performing against site targets andwhat can be done to further improveperformance. As a result retailers nowapproach Braintree management to audittheir stores and help identify energyreduction opportunities.
http://www.betterbuildingspartnership.co.uk/download/bbp-green-lease-toolkit.pdfhttp://www.betterbuildingspartnership.co.uk/download/bbp-green-lease-toolkit.pdf


11/40

9


The importance of leadership As with any change or new initiative, it is important that there is effective leadershipand the Group bene ts from support from as many stakeholders as possible.

Where an owner engages in the process and provides leadership, all stakeholdersare more likely to participate. The owner can usefully provide support in the earlystages by meeting with decision makers in occupier organisations, explaining whatthe intention of the GBMG is, allaying any concerns, such as costs, payback periodsand other commercial issues and seeking their commitment to participate. The owner can also support the Group by monitoring how building management is achieving theagreed objectives.

Leadership from the building management is also important. They must drive theprocess and lead in the following ways:

Visibly supporting the Group demonstrating commitment to improvingenvironmental performance through their actions.

Being clear in leading the process being organised in arranging meetings,setting agendas, updating the Environmental Action Plan.

Encouraging activity in between meetings by supporting occupiers ownactions (where appropriate) and ensuring effective completion of buildingmanagement actions.

Communicating results.

Where occupiers champion the process, this can alleviate the burden on the buildingmanagement which should increase the chances of the Group building momentum andachieving positive results.

Allocating adequate and appropriate manpower

Before embarking on setting up a GBMG, it is important to assess the existingavailable building management resources. Are there adequate and appropriateresources and will the existing building management be able to lead and manage theprocess? To maximise the chances of success for the Group, both these questionsshould be answered positively. If not, then ways need to be found to resolve theissues. One possible solution is the use of third party specialist support and advice.

Focusing on tangible results

Building momentum in the GBMG is essential. Stakeholders may become cynicalabout the bene ts of the Group if they do not see positive results. To ensuremomentum, the BBP suggests that the Group initially focuses on areas where the bestresults can be achieved, for example, behavioural changes, improvements in mainplant ef ciency, lighting/small power and waste initiatives, which can quickly generate,environmental and nancial results.

Section 4 Critical Success Factors

At Midsummer Place Shopping Centre,Milton Keynes, working with its energyconsultants Power Ef ciency andmanaging agents King Sturge, Legal& General Property achieved a 13%reduction in electricity costs comparedto previous years. This was achieved bysimple changes such as switching lightsand escalators on later and off earlier aswell as rescheduling cleaning servicesto be carried out in the mornings to takeadvantage of daylight. An additionalbonus was that changes to the cleaningservice timings reduced these costs by19%.


12/40

10


The Group is more likely to be focused if it can agree annual improvement targets for the building. Stakeholders may nd it a useful focus to set a target for their own area,building management setting those for central HVAC and common parts and eachoccupier setting those for their demise.

It is recommended that the Group develops an Environmental Action Plan for thebuilding. This will help drive the Group to achieve any targets it has agreed. Thebuilding management should take responsibility for updating the Plan and includeoccupiers own initiatives as well as the building managements. The Plan may at itssimplest be a list of actions with responsibilities and a timetable. If, however, projectedsavings can be estimated for each initiative, this may help stakeholders to focus andengage (a Template Environmental Action Plan is provided in Appendix 3).

Celebrating success and sharing best practice

Where positive results are achieved, these should be shared and celebrated bycommunicating them internally and externally (with agreement from the Group). Thiswill help to motivate the Group. It is also worthwhile encouraging occupiers to sharebest practice/success stories in the meetings to encourage the roll out of initiatives.

Never give up!

When embarking on setting up a GBMG, it is unlikely that progress will happen ata steady rate. Dont give up! It takes time to set up any new initiative and to bringpeople with you. Whilst it is ideal to have support from all occupiers in the building,

on day one you may only have support from a minority. Even without initial supportfrom occupiers, provided the building management continues to drive improvements,results can be achieved in at least 50% of the building on the central HVAC andin the common parts and occupiers may then start to engage in the process.

Palestra, Southwark, Transport for Londons environmental championshave joined together in a formal networkwith regular meetings and an appointedChair. The group meets to discusstheir experiences of the environmentalperformance of the building. They liaiseformally with the building management toaddress issues that might otherwise beoverlooked as an occupiers view is often

different from that of a building or energymanagers.


13/40

11


Appendices

Appendix 1: Template Introductory Presentation 12 Appendix 2: Template Green Building Management Group Agenda 14 Appendix 3: Template Environmental Action Plan 15 Appendix 4: Template Green Building Management Group Reports 22 Appendix 5: Template Memorandum of Understanding 31


14/40

12


This Appendix provides the owner or building management with a TemplateIntroductory Presentation which can be used to promote the formation of a GBMGin a building. The presentation can be used during the rst Group meeting or inmeetings with individual occupiers to get their agreement to participate. A copy of thepresentation is provided online 3.

The owner should set out why they want to establish a GBMG. Generally they will wantto reduce the environmental impacts and operational costs of their building and help

their occupiers reduce the costs of renting space. The chances of success may beimproved by focussing the conversation around cost reduction.

A key aspect of setting up a GBMG should be to understand each others needs andenvironmental aspirations for the building and then provide a forum for these to bediscussed.

Describe the mutual bene ts of setting up a GBMG to help achieve buy in from

stakeholders:

Service charge costs will be reduced by lower energy and water bills and reducedland ll tax.

Legislation examples may include the CRCEES, potential roll out of Display EnergyCerti cates.

Many organisations now report on their environmental impact and this can helpsupport their drive to measure and reduce such impact.

Building a better relationship and trust with occupiers can have a positive knockon effect when discussing other building issues.

Describe the current sustainability features of the building so occupiers have a better understanding of what currently exists.

Certi cation may include BREEAM, LEED, EPC, DEC, SKA.

Appendix 1

.

Green Building Management GroupIntroductory Presentation

Why are we here?

! !Improve collaboration on environmentalperformance

! !Understand how we use the building and eachothers needs & aspirations

! !Share ideas and identify ways we can reduceoperational costs and the environmentalimpacts of the building

! !Set up a GBMG!

Why we think its worthwhile

! !Minimise occupancy costs! !Reduce CO 2 emissions, energy, waste and water

consumption! !Reduced exposure to current and future

environmental regulation! !Supporting CSR commitments! !Improve our working relationship

Where are we now?

Review of current sustainability features:Certifications and awardsEnergy efficient design featuresRenewable energyWater efficiency design featuresGreen roofs/terraces, landscapingWaste management and provisions

Template Introductory Presentation

3 http://www.betterbuildingspartnership.co.uk/download/gbmg-template-introductory-presentation.pdf
http://www.betterbuildingspartnership.co.uk/download/gbmg-template-introductory-presentation.pdfhttp://www.betterbuildingspartnership.co.uk/download/gbmg-template-introductory-presentation.pdfhttp://www.betterbuildingspartnership.co.uk/download/gbmg-template-introductory-presentation.pdfhttp://www.betterbuildingspartnership.co.uk/download/gbmg-template-introductory-presentation.pdfhttp://www.betterbuildingspartnership.co.uk/download/gbmg-template-introductory-presentation.pdfhttp://www.betterbuildingspartnership.co.uk/download/gbmg-template-introductory-presentation.pdf


15/40

13


It will be bene cial to provide occupiers with information on how the building iscurrently performing.

Data should be provided at whatever detail is available. Basic annual or quarterlydata can be found from utility bills. Greater frequency and more accurate data can beestablished from metering systems.

Data can also be normalised by performance indicators e.g. kWh per m 2 or litresof water per occupier.

It is bene cial for this data to be compared over time to assess trends in performance.

Details on reporting can be found in Appendix 4.

Within the presentation it is helpful to discuss the process of running a GBMG. This willbe building speci c but should include:

How often the Group should meet.

Who should attend.

The type of data you hope to collect and reports you hope to produce to measure/record performance.

The Environmental Action Plan and how it will work.

The importance of participation from as many occupiers as possible to shareknowledge and ideas for improvement initiatives within the building.

Clear roles and responsibilities should be discussed and agreed so everyone iscomfortable with and understands what is expected of them.

The individual roles of the owner, building manager, managing agent, building engineer and occupiers will differ from building to building, but between them should cover theresponsibilities set out in Section 3.

A Memorandum of Understanding (MoU), as set out in Appendix 5, is an effectivestarting point for owners and occupiers when detailing what environmental aspects of a building they can work on together.

An MoU is not legally binding on the parties and is intended to provide a more exibleand cost effective arrangement than a green lease. It provides owners, occupiers andtheir respective advisers with a written agreement as to the level of their environmentalambition and can be updated from time to time without amending the lease. It is alsodesigned in such a way that it can be entered into at any stage of the lease period andremain in place for any chosen length of time.

How will a GBMG work?

! ![Quarterly] meetings" ! Owner, Occupiers & Building Management

! !Review current environmental performance" ! Building performance reports data c onfidentiality" ! Environmental Action Plan" ! Success of work over last [quarter]

! !Discussion on future performance" ! Ideas on new environmental initiatives" ! Updates to Environmental Action Plan

Roles and responsibilities

Owner - Sponsor of GBMGBuilding Management GBMG leader

Owner of Environmental Action PlanResponsible for reporting performance and drivingimprovements to HVAC & common parts

Occupiers GBMG MembersAgree and support Group activitiesAttend [quarterly] meetingsResponsible for improving performance in owndemise

Establishing an Memorandum of Understanding! !Based on Better Buildings

Partnership Green Lease Toolkit! !Flexible framework to establish

how we cooperate onenvironmental issues

! !Creates a starting point! !Not legally binding an

agreement to agree!

Where are we now?

! !Current building performance & initiatives" ! Energy

" ! Carbon

" ! Water

" ! Waste

" ! Results to date


16/40

14


This section provides the owner or building management with a Template GBMG Agenda which can be used to run meetings.

A Review of past performance

I GBMG Reports: Energy, Water, Waste

II Environmental Action Plan

III Environmental initiatives implemented

B Discussion on future performance

I New environmental initiatives proposed

II Updates to Environmental Action Plan

C Case studies presentation/sharing best practice

D Opportunities for publicising achievements

Template Green Building Management Group Agenda

Appendix 2


17/40

15


IntroductionThis Appendix provides the owner or building management with a TemplateEnvironmental Action Plan which can be used to document the environmentalimprovement actions and initiatives of the Group. The Template is designed to beused to record the current base level environmental performance of a buildingand the potential measures to improve environmental performance. It is designedto be exible and can be adapted to suit any building by adding or removing speci ctopic areas.

Scope

It is recommended that the Environmental Action Plan covers a 12 month period. In the

initial phase when a GBMG is being set up it may be revised several times and it maybe useful to include revision details on the Plan.

The Template covers the following topics and provides example measures for environmental improvement for each of them:

Energy Electricity

Energy Gas

Waste

Water

The example measures are not designed to be a substitute for building speci ccommercial or technical advice. When considering whether to include them, or other measures, in the Environmental Action Plan the BBP suggests that owners/occupiersdiscuss proposed measures with building managers/engineers and with specialistssuch as lighting engineers.

The costs of implementing example measures will be building speci c and thereforeno recommendations have been made. It is for the Group to decide how the costsof implementing such measures will be borne, or how any savings associated withimprovements will be allocated.

The Template covers the following:

Sections 1- 5: Description of GBMG members and the buildingSection 6: Summary of base environmental performanceSection 7: Summary of proposed initiativesSection 8: Detailed action plan

Template Green Building Management GroupEnvironmental Action Plan

Appendix 3


18/40

16


Completing the Environmental Action PlanThe Environmental Action Plan may, at its simplest, be a list of actions. In this case itis envisaged that the sections of the Template to be completed are Sections 1 to 5 andthe parts of Section 8 highlighted in green.

If projected savings can be estimated for each initiative it is envisaged that theremaining sections (those highlighted in blue) of the Template should be completed.

As the GBMG matures it is envisaged that this Template may be replaced with a moresophisticated tool, for example using spreadsheets to automate calculations suchas carbon dioxide emission savings. Examples of tools available online include thefollowing:

Carbon Trust CO 2 Footprint Calculator 4

Salix calculator 5

Defra calculator 6

The Environmental Action Plan should include an appropriate blend of behavioural,management and low/high cost investment initiatives. It is important to demonstratecost and emission savings early on in order to maintain the momentum of the Group;no and low cost initiatives may initially be a priority, but should be considered inthe context that higher investment opportunities may reap greater savings with anacceptable payback period.

4 http://www.carbontrust.co.uk/cut-carbon-reduce-costs/calculate/footprint-calculator/Pages/footprinting-tools.aspx

5 http://www.salix nance.co.uk/england_clients.html

6 http://www.defra.gov.uk/environment/business/reporting/conversion-factors.htm
http://www.carbontrust.co.uk/cut-carbon-reduce-costs/calculate/footprint-calculator/Pages/footprinting-tools.aspxhttp://www.carbontrust.co.uk/cut-carbon-reduce-costs/calculate/footprint-calculator/Pages/footprinting-tools.aspxhttp://www.carbontrust.co.uk/cut-carbon-reduce-costs/calculate/footprint-calculator/Pages/footprinting-tools.aspxhttp://www.carbontrust.co.uk/cut-carbon-reduce-costs/calculate/footprint-calculator/Pages/footprinting-tools.aspxhttp://www.salixfinance.co.uk/england_clients.htmlhttp://www.salixfinance.co.uk/england_clients.htmlhttp://www.defra.gov.uk/environment/business/reporting/conversion-factors.htmhttp://www.defra.gov.uk/environment/business/reporting/conversion-factors.htmhttp://www.carbontrust.co.uk/cut-carbon-reduce-costs/calculate/footprint-calculator/Pages/footprinting-tools.aspxhttp://www.carbontrust.co.uk/cut-carbon-reduce-costs/calculate/footprint-calculator/Pages/footprinting-tools.aspxhttp://www.salixfinance.co.uk/england_clients.htmlhttp://www.defra.gov.uk/environment/business/reporting/conversion-factors.htmhttp://www.defra.gov.uk/environment/business/reporting/conversion-factors.htmhttp://www.salixfinance.co.uk/england_clients.htmlhttp://www.carbontrust.co.uk/cut-carbon-reduce-costs/calculate/footprint-calculator/Pages/footprinting-tools.aspxhttp://www.defra.gov.uk/environment/business/reporting/conversion-factors.htmhttp://www.salixfinance.co.uk/england_clients.htmlhttp://www.carbontrust.co.uk/cut-carbon-reduce-costs/calculate/footprint-calculator/Pages/footprinting-tools.aspxhttp://www.carbontrust.co.uk/cut-carbon-reduce-costs/calculate/footprint-calculator/Pages/footprinting-tools.aspxhttp://www.carbontrust.co.uk/cut-carbon-reduce-costs/calculate/footprint-calculator/Pages/footprinting-tools.aspx


19/40

17


5 .

B u i

l d i n g

d e s c r i p

t i o n

B u i

l d i n g a g e a n

d t y p e

F l o o r a r e a

( N e t

l e t t a b l e a r e a

)

D e v e l o p m e n

t / r e f u r

b i s h m e n

t d a t e s

6 . C

u r r e n t e n v i r o n m e n

t a l p e r

f o r m a n c e

( S u g g e s t

i o n s

i n i t a l i c s )

T o p

i c

C u r r e n t p e r f o r m a n c e

T a r g e

t

N o t e s

E l e c t r i c

i t y

A n n u a l k W h t o t a l

k W h p e r m

2

% r e d u c t i o n o r t o t a l k W h

E P C / D E C r a t i n g ,

p e r f o r m

a n c e a g a i n s t

a b e n c h m a r k ( s ) , u s e

p a t t e r n s

G a s

A n n u a l k W h t o t a l

k W h p e r m

2

% r e d u c t i o n o r t o t a l k W h

E P C / D E C r a t i n g ,

p e r f o r m

a n c e a g a i n s t


p a t t e r n s

W a s

t e

T o n n e s p e r y e a r

l a n

d f l l / r e c y c

l e d /

i n c i n e r a t e d

% r e d u c t i o n o r % r e c y c l e d

P e r f o r m a n c e a g a i n s t


p a t t e r n s , r e c y c l i n g r a t e s

W a t e r

m 3 p e r p e r s o n

% r e d u c t i o n o r t o t a l m 3

P e r f o r m a n c e a g a i n s t a

b e n c h m a r k ( s ) , u s e p a t t e r n

7 . A

c t i o n

P l a n s u m m a r y

( S u g g e s t

i o n s

i n i t a l i c s )

T o p

i c

A c t i o n p l a n

i n i t i a t

i v e s

S u m m a r y

S a v

i n g s

C o s

t s ( )

S i m p l e

p a y b a c

k

( y e a r s

)

E l e c t r i c

i t y

1 . 2 .

T o t a l p r o j e c t e d k W h e l e c t r i c i t y s a v i n g s

G a s

3 . 4 .

T o t a l p r o j e c t e d k W h g a s s a v i n g s

W a s

t e

5 . 6 .

T o t a l t o n n e s

W a t e r

7 . 8 .

T o t a l m 3

E n v

i r o n m e n

t a l A c t

i o n

P l a n

1 . B u i

l d i n g a d d r e s s :

2 . F o r t

h e p e r i o d :

[ d a t e f r o m ] [ d a t e t o ]

[ t h i s c a n b e u p d a t e d i f t h e P l a n i s r e i s s u e d ]

3 . P l a n o w n e r :

[ B u i l d i n g m a n a g e r n a m e ]

[ B u i l d i n g m a n a g e m e n t o r g a n i s a t i o n ]

4 . G r o u p m e m

b e r s :

O w n e r : [ o r g a n i s a t i o n ]

O c c u p

i e r : [ o r g a n i s a t i o n ]

O c c u p

i e r : [ o r g a n i s a t i o n ]

B u i

l d i n g m a n a g e r : [ o r g a n i s a t i o n ]


20/40

18


8 . A c t

i o n

P l a n

E l e c t r i c i

t y a c t

i o n p

l a n

I n i t i a t

i v e

R e s p o n s

i b i l i t y

T i m e s c a

l e

C o m m e n

t s

S t a t u s

C o s

t s ( )

P r o

j e c t e d

k W h

s a v i n g

( c u r r e n t

F Y )

% o f

t o t a l s a v e d

( c u r r e n t

F Y )

S i m p l e p a y b a c

k

( y e a r s

)

1

I m p l e m e n t a

l i g h

t s o f

f

p o l i c y .

2

R a i s e s t a

f f a w a r e n e s s

t o

s w i t c h o f f P C s , p r

i n t e r s ,

l i g h t s .

3

R e v

i e w m

a i n a i r h a n

d l i n g

p l a n

t w i t h

o c c u p i e r s w

i t h a

v i e w

t o r e d u c e r u n

t i m e s .

4

R e v

i e w l

i g h t i n g

l u x

l e v e

l s .

5

I n s t a l

l n i g h t w a t c h m a n

( o r s

i m i l a r )

I T s o

f t w a r e .

6

E n s u r e a

l l p a s s

i v e

i n f r a - r e d

( P I R ) t i m e

d e l a y s a r e s e

t

t o a p p r o p r i a

t e l e v e

l s e . g .

2 0 m

i n s

7

I n s t a l

l l o w

e n e r g y

l a m p s

i n c o m m o n a r e a s , e . g .

b a s e m e n

t a n d c o r r

i d o r s .

8

I n v e s t

i g a t e s u

b - m e t e r

i n g

o p t i o n s .

9 E l e c t r i c

i t y t o t a l

k W h

%


21/40

19


G a s a c

t i o n p l a n

I n i t i a t

i v e

R e s p o n s

i b i l i t y

T i m e s c a

l e

C o m m e n

t s

S t a t u s

C o s

t s ( )

P r o

j e c t e d

k W h

s a v i n g

( c u r r e n t

F Y )

% o f

t o t a l s a v e d

( c u r r e n t

F Y )


k

( y e a r s

)

1

R e v

i e w b o i

l e r p

l a n t

t i m i n g s

w i t h o c c u p i e r s w

i t h a v i e w

t o

r e d u c e r u n

t i m e s .

2

C h e c k

b o i l e r l o a

d a n

d

i n s u

l a t i o n o f

b o i l e r s

h e l l , p i p e -

w o r

k a n d

t t i n g s

t o m a x

i m i s e

o p e r a t

i o n a l e f

c i e n c y .

3

E n s u r e c a l o r

i e r s a n

d w a t e r

h e a t e r s a r e w e l

l m a i n t a i n e

d ;

r e v i e w

h e a t

l o s s a s s o c i a t e d

w i t h d i s t r

i b u t

i o n a n

d c o n s

i d e r

w a y s

t o r e d u c e

h o t w a t e r

w a s

t a g e .

4

C h e c k

b o i l e r o p e r a

t i o n o u

t s i d e

n o r m a l o c c u p i e d

h o u r s ,

s e t - b a c k

( p r o g r a m m a b

l e )

t h e r m o s t a

t s a n

d f r o s t

p r o t e c

t i o n

o p e r a t

i o n .

5

I n v e s t

i g a t e o f s u

b - m e t e r

i n g

o p t i o n s .

6 7 8 G a s

t o t a l

k W h

%


22/40

20


W a s

t e a c

t i o n p l a n

I n i t i a t

i v e

R e s p o n s

i b i l i t y

T i m e s c a

l e

C o m m e n

t s

S t a t u s

C o s

t s ( )

P r o

j e c t e d

k g

s a v i n g

( c u r r e n t

F Y )

% o f

t o t a l s a v e d

( c u r r e n t

F Y )


k

1

I m p r o v e a c c u r a c y o f w a s

t e

g u r e s

b y

p u r c

h a s i n g

w e i g h

i n g s c a l e s a n

d a r r a n g e

f o r c

l e a n i n g c o n t r a c t o r

t o

w e i g h

i n d i v i d u a

l w a s

t e

s t r e a m s .

2

E l i m i n a t e u s e o f

h a n d

t o w e l s

i n t o i l e t s . T h i s w

i l l r e

d u c e

t h e

a m o u n t o

f w a s

t e p r o d u c e d

a n d a c

h i e v e a c o s t s a v i n g

u n d e r t

h e c l e a n i n g

b u d g e t .

3

T r a i n c l e a n i n g

t e a m o n

w h a t w a s

t e g o e s

i n t o w

h i c h

c o m p a c t o r .

4

S e t a l

l p r i n t e r s

t o d u p l e x

p r i n t i n g a s s t a n

d a r d .

5

P u r c h a s e a w a s

t e

c o m p a c t e r t o

i m p r o v e

w a s

t e m a n a g e m e n

t .

6 7 8 W a s

t e t o t a l

k g

%


23/40

21


W a t e r a c

t i o n

p l a n

I n i t i a t

i v e

R e s p o n s

i b i l i t y

T i m e s c a

l e

C o m m e n

t s

S t a t u s

( c a p

i t a l o r o

t h e r )

P r o

j e c t e d m

3

s a v i n g s

( c u r r e n t

F Y )

% o f

t o t a l s a v e d

( c u r r e n t

F Y )

P a y

b a c k

1

I n s t a l

l S a n i

S l e e v e s

( o r s

i m i l a r )

i n u r

i n a l s .

2

I n v e s t

i g a t e f e a s

i b i l i t y o f

i n s t a l

l i n g a e r a

t i n g s h o w e r

h e a d s .

3

I n v e s t

i g a t e s u

b - m e t e r

i n g o n

w a t e r

f o r t h e

b u i l d i n g a s a

w h o l e

.

4

I n v e s t

i g a t e t h e

f e a s

i b i l i t y o f

r a i n w a t e r

h a r v e s

t i n g .

5 6 7 8 9 1 0 1 1 W a t e r

t o t a l

m 3

%


24/40

22


Introduction As explained in Section 3, it is important to report the environmental performanceof the building to the Green Building Management Group so that the Group can:

Assess the environmental impact of the building and compare it to industry/bestpractice benchmarks.

Set realistic targets for reductions and ef ciencies.

Monitor progress towards agreed targets.

Review the effectiveness of measures introduced in the Environmental Action Plan.

Identify well performing areas and share best practices.

Identify and address poorly performing areas.

This appendix provides examples of how utility invoices and meter data can be usedto demonstrate how a building is performing. Specimen charts, along with their purpose and data requirements, illustrate a variety of environmental performanceindicators that can be used. Some are simple, some are more complex the Groupshould decide which are most suited to both their priorities and to the availablemetering and/or billing information. To use this appendix most effectively, the Groupshould consider the following:

How to adapt charts for a GMBG

Data presentation is a very subjective area and many people nd some styles moreaccessible and informative than others. Often the main purpose of a chart is trendanalysis, i.e. how that data has changed over time/against comparable data sets etc.In these cases, detail on the chart (e.g. values) is not required if exact values need tobe analysed they may be better presented in a table.

The following examples are exactly that ideas to get the Group started rather than arequirement. Find out what works for the members of the Group and adapt your chartsto suit.

Template Green Building Management Reports Appendix 4

Cost Consumption

CO 2 emissions Waste

1 What is the focus of the GMBG?

Utility invoices Annual cost reports

Fiscal/sub-meters Half hourly meters

2 What data can the GMBG access?

Which charts would be most useful? Amend chart design if necessary

3 Review charts

The example reports give an idea of how the charts canbe presented

4 Review reports


25/40

23


S i t e d e t a i

l s

T y p e : S

t a n d a r

d O f c e

O p e n

H o u r s : 0

8 0 0

1 9 0 0 ; M o n

F r i

F l o o r a r e a : 1

2 , 5 0 0 m

2 (

N L A )

M a n a g e d

b y : A . S

m i t h

C o m m e n

t a r y

E l e c t r i c

i t y c o n s u m p t

i o n

h a s f a

l l e n

d u e

t o o c c u p i e r

b e h a v i o u r c

h a n g e s a n d

t h e

i n s t a l

l a t i o n

o f n e w e n e r g y e f

c i e n t

l a m p s .

G a s c o n s u m p t

i o n

h a s

f a l l e n s

i g n i

c a n

t l y d u e

t o r e s e

t t i n g s t a r

t u p a n

d d o w n

t i m e s

o f b o i l e r s a n

d r e c a

l i b r a

t n g

t e m

p e r a

t u r e s e

t p o i n t s .

W a t e r c o n s u m p t

i o n

i s i n c r e a s

i n g a n

d u n

d e r s

t a n d

i n g

t h e r e a s o n w

i l l b e a

p r i o r i t y .

W a s

t e h a s r e

d u c e

d o v e r a l

l , w i t h a n

i n c r e a s e

i n r e c y c l

i n g r a

t e s a n

d a r e d u c

t i o n

i n w a s

t e

g o i n g

t o b o t h i n c i n e r a

t i o n a n d

l a n d

l l .

S i m p l e r e p o r t e x a m p l e

E x a m p

l e o

f c e :

A n n u a

l r e v i e w

E l e c t r i c i

t y

k W h / m

2

T h i s y e a r :

2 5 0 k W h / m

2

L a s t y e a r :

2 6 4 k W h / m

2

C h a n g e :

5 % d e c r e a s e

U t i l i t y c o s t s

T h i s y e a r :

3 4 8

, 0 6 3

L a s t y e a r :

3 4 8

, 0 0 0

C h a n g e :

0 %

U t i l i t y c o s t s p e r m

2 h

a v e r e m a i n e

d t h e s a m e

a s p r e v

i o u s y e a r

d u e

t o e f

c i e n c y s a v i n g s

d e p i

t e a n i n c r e a s e

i n e l e c

t r i c i

t y c o s t s o f

1 1 %

.

G a s

k W h / m

2

T h i s y e a r :

9 1 k W h / m

2

L a s t y e a r :

1 2 0 k W h / m

2

C h a n g e :

2 4 % d e c r e a s e

2 0 1 0 c o s t s a v o i

d e d

E l e c t r

i c i t y

G a s

C o n s u m p t

i o n a v o i

d e d , k W h

1 7 5 , 0

0 0

3 6 2 , 5 0 0

U n i

t r a t e , p /

k W h

9 . 5 0

4 . 5 0

C o s

t a v o

i d e d ,

1 6 , 6

2 5

1 6 , 3

1 3

T o t a l c o s

t a v o

i d e d

Y T D

3 2 , 9

3 8

W a t e r

m 3

T h i s y e a r :

4 0 , 8

7 5 m

3

L a s t y e a r :

3 7 , 5

0 0 m

3

C h a n g e :

9 % i n c r e a s e

C O

2 e m

i s s i o n s

t o n n e s

T h i s y e a r :

1 , 8 8 9

L a s t y e a r :

2 , 0 5 0

C h a n g e :

8 % d e c r e a s e

W a s

t e

t o n n e s

T h i s y e a r :

1 3 0 t o n n e s

L a s t y e a r :

1 5 2 t o n n e s

C h a n g e :

1 4 % d e c r e a s e

2 0 0 8

2 0 0 9

2 0 1 0

t a r g e t

2 0 0 8

2 0 0 9

2 0 1 0

t a r g e t

2 0 0 8

2 0 0 9

2 0 1 0

t a r g e t

2 0 0 8

2 0 0 9

2 0 1 0

R e c y c

l e d

I n c i n e r a

t e d

L a n d

l l

2 0 0 8

2 0 0 9

2 0 1 0

t a r g e t

2 0 0 8

2 0 0 9

2 0 1 0

/ m

2

U n i

t r a t e

2 0 1 0 P e r

f o r m a n c e


26/40


27/40

25


Simple Charts

Absolute (total amount)

Electricity, gas, water, CO 2 emissions, cost, waste

Presents how the total amount consumed (or generated for waste) at the buildingvaries with time.

Data required: Meter readings/utility invoicesDEFRA CO 2 conversion factors (for CO 2)Waste generated (weights or volumes)

Data interval: Annually, quarterly or monthly

Normalised (amount per sq metre of oor area or per occupant)


Presents total electricity/fuel consumption, CO 2 emissions, waste arising or utilitycost per m 2 (net lettable area); or water consumption in m 3 per occupier for thewhole building.

Use to review performance trend across periods. When presenting quarterly (or other interval) data compare against previous years.

Data required: Floor area (net lettable area)OccupancyMeter readings/utility invoicesDEFRA CO 2 conversion factors (for CO 2)Waste generated (weights or volumes)


Waste & recycling

Use to monitor what proportion of the buildings waste arising is recycled.

Data required: Waste generated (weight or volume)Recycled materials (weight or volume)Waste sent for incineration (weight or volume)Waste sent to land ll (weight or volume)


2009 2010

This period 35kWh/m 2

Last period 42 kWh/m 2

Change 17% reduction

Q1 Q2 Q3 Q4

k W h / m

2

T o n n e s

C O

2

2008 2009 2010

target

W a s

t e ( T o n n e s )

2008 2009 2010

Recycled Incinerated Land ll


28/40

26


Normalised against benchmark


As per Normalised in the section above with the addition of good practice and typicalpractice benchmarks.

Used to assess how the building is performing compared to industry accepted guresand prioritise actions.

Data required: Floor area (net lettable area)Meter readings/utility invoicesDEFRA CO 2 conversion factors (for CO 2)Waste generated (weight or volume)Benchmark gures


Normalised by occupier

Electricity, gas, water, CO 2 emissions, cost

Demonstrates occupants performance over time and compared to other occupants.Sub-metering of each occupiers demise is required. Used to identify occupiers makingimprovement and share their best practices.

Data required: Floor area (net lettable area)Meter readings/utility invoicesDEFRA CO 2 conversion factors (for CO 2)Waste generated (weight or volume)


Occupier consumption (normalised)

Electricity, gas, water, CO 2 emissions, cost

Compares the performance of occupiers with common parts and central plantequipment, and shows how each contributes to the building total. Sub-meteringof each occupiers demise is required.

Used to understand the split between owner and occupier controlled consumption. Data required: Floor area (net lettable area)

Meter reading/utility invoices


k W h / m

2

2008 2009 2010

Actual Typical Best

k W h / m

2

OccA OccB OccC OccD

Q1 Q2 Q3 Q4

k W h / m

2

2008 2009 2010

Common parts HVAC Occupiers

More Detailed Charts


29/40

27


Heating ef ciency

Gas

Shows normalised heating fuel consumption against Heating Degree Days (HDD).Greater HDD values means the month was colder therefore would expect moregas use.

Use to identify if the buildings heating controls are appropriate given weather conditions. Look for months where the gas consumption is much higher than the

degree day line.

Data required: Floor area (net lettable area)Heating fuel usage

Heating Degree Days 7

Data interval: Monthly

CO 2 emissions by source (Normalised)

Shows detail on where the buildings CO 2 emissions come from and the effectof any renewables on the buildings CO 2 footprint.

Data required: Floor area (net lettable area)Utility InvoicesRenewable generation data


7 http://www.vesma.com/ddd/regular.htm pr ovides free monthly heating degree day data

J F M A M J J A S O N D

kWh/m 2 HDD

k g C O

2 / m 2

Q1 Q2 Q3 Q4

Renewables Elec Gas
http://www.vesma.com/ddd/regular.htmhttp://www.vesma.com/ddd/regular.htmhttp://www.vesma.com/ddd/regular.htmhttp://www.vesma.com/ddd/regular.htmhttp://www.vesma.com/ddd/regular.htm


30/40

28


Automatic metering and targeting (aM&T) software is essential to undertake anyperformance management beyond the examples given above. Such softwareallows for a more detailed analysis and more effective management of a buildingsenvironmental performance.

More information is available from the Carbon Trust 8.

Justifying elements of the Environmental Action Plan

The examples below show how advanced metering and reporting can be used tohighlight areas of potential savings. These charts can be very useful in justifyingelements of an Environmental Action Plan to the Group, as well as proving howmeasures that have been installed are reducing costs and consumption. Half Hourly Analysis

This shows how a buildings demand (for energy or water) varies throughout the dayand night. The weekly plot for a poorly controlled building might look like this:

consumption during occupied hours.

consumption during unoccupied hours.

Notice the following: The baseload is very high, indicating plant equipment is left on overnight. Peak consumption extends to outside occupied hours and at the weekend,

indicating equipment is left on after occupiers leave.

baseload

peakconsumption

M T W T F S S

8 http://www.carbontrust.co.uk/publications/pages/publicationdetail.aspx?id=CTG008

More Detailed Analysis
http://www.carbontrust.co.uk/publications/pages/publicationdetail.aspx?id=CTG008http://www.carbontrust.co.uk/publications/pages/publicationdetail.aspx?id=CTG008http://www.carbontrust.co.uk/publications/pages/publicationdetail.aspx?id=CTG008http://www.carbontrust.co.uk/publications/pages/publicationdetail.aspx?id=CTG008http://www.carbontrust.co.uk/publications/pages/publicationdetail.aspx?id=CTG008


31/40

29


The weekly plot for a well controlled building might look like this:

consumption during occupied hours.

consumption during unoccupied hours.

Notice the following: The baseload is low compared to the peak consumption, indicating plant equipment

is not running overnight.

Peak consumption only occurs during occupied hours, indicating that equipment iswell controlled and optimised for occupancy hours.

Sub-systems analysis

aM&T software can also be used to analyse how a buildings sub-systems (e.g.heating, lighting, HVAC etc.) are performing compared to industry benchmarks.The graph below shows actual performance (the dark bar) and the acceptable range(the green bar), taken from industry benchmarks.

Notice: Hot water and Heating performance are both performing worse than industry

benchmarks. Other subsystems are performing within benchmark ranges.

baseload

peakconsumption

Refrigeration

Pumps & controls

Other normal

Of ce equipment

Lighting

Humidi cation

Hot water

Heating

Fans

M T W T F S S


32/40

30


Data SourcesThe following data is available to members of the public free of charge:

DEFRA 9 conversion factors

Converts kWh into kg CO 2 for a variety of fuels and processes.

Heating Degree Days

Illustrates how much heating is required in a month. A variety of sources are available,vesma.com 10 provides free monthly data.

Benchmarking

Benchmarking is the process of comparing a buildings performance to industryrecognised standards. It is used to determine whether or not the performance of abuilding is good or bad when compared to similar buildings.

A variety of benchmarks are available to compare buildings against industryrecognised good and typical practices. The following documents will be useful if theGroup is considering benchmarking: Better Buildings Partnership Sustainability Benchmarking Toolkit for Commercial Buildings 11

BRECSU Energy Consumption Guide 19 12 (ECON19)

CIBSE Guide F Energy Ef ciency in Buildings 13

CIBSE TM22 Energy Assessment and Reporting Methodology 14

CIBSE TM39 Building Energy Metering 15

9 http://www.defra.gov.uk/environment/business/reporting/conversion-factors.htm

10 http://www.vesma.com/ddd/regular.htm

11 http://www.betterbuildingspartnership.co.uk/working-groups/sustainability-benchmarks/sustainabilty-bench-marking-toolkit/

12 http://www.cibse.org/pdfs/ECG019.pdf

13 http://www.cibse.org/index.cfm?go=publications.view&item=6


http://www.defra.gov.uk/environment/business/reporting/conversion-factors.htmhttp://www.defra.gov.uk/environment/business/reporting/conversion-factors.htmhttp://www.vesma.com/ddd/regular.htmhttp://www.vesma.com/ddd/regular.htmhttp://www.betterbuildingspartnership.co.uk/working-groups/sustainability-benchmarks/sustainabilty-benchmarking-http://www.betterbuildingspartnership.co.uk/working-groups/sustainability-benchmarks/sustainabilty-benchmarking-http://www.betterbuildingspartnership.co.uk/working-groups/sustainability-benchmarks/sustainabilty-benchmarking-http://www.cibse.org/pdfs/ECG019.pdfhttp://www.cibse.org/pdfs/ECG019.pdfhttp://www.cibse.org/index.cfm?go=publications.view&item=6http://www.cibse.org/index.cfm?go=publications.view&item=6http://www.cibse.org/index.cfm?go=publications.view&item=43http://www.cibse.org/index.cfm?go=publications.view&item=43http://www.cibse.org/index.cfm?go=publications.view&item=347http://www.cibse.org/index.cfm?go=publications.view&item=347http://www.defra.gov.uk/environment/business/reporting/conversion-factors.htmhttp://www.vesma.com/ddd/regular.htmhttp://www.betterbuildingspartnership.co.uk/working-groups/sustainability-benchmarks/sustainabilty-bench-marking-toolkit/http://www.betterbuildingspartnership.co.uk/working-groups/sustainability-benchmarks/sustainabilty-bench-marking-toolkit/http://www.cibse.org/pdfs/ECG019.pdfhttp://www.cibse.org/index.cfm?go=publications.view&item=6http://www.cibse.org/index.cfm?go=publications.view&item=43http://www.cibse.org/index.cfm?go=publications.view&item=347http://www.cibse.org/index.cfm?go=publications.view&item=347http://www.cibse.org/index.cfm?go=publications.view&item=43http://www.cibse.org/index.cfm?go=publications.view&item=6http://www.cibse.org/pdfs/ECG019.pdfhttp://www.betterbuildingspartnership.co.uk/working-groups/sustainability-benchmarks/sustainabilty-benchmarking-http://www.vesma.com/ddd/regular.htmhttp://www.defra.gov.uk/environment/business/reporting/conversion-factors.htmhttp://www.cibse.org/index.cfm?go=publications.view&item=347http://www.cibse.org/index.cfm?go=publications.view&item=43http://www.cibse.org/index.cfm?go=publications.view&item=6http://www.cibse.org/pdfs/ECG019.pdfhttp://www.betterbuildingspartnership.co.uk/working-groups/sustainability-benchmarks/sustainabilty-bench-marking-toolkit/http://www.betterbuildingspartnership.co.uk/working-groups/sustainability-benchmarks/sustainabilty-bench-marking-toolkit/http://www.betterbuildingspartnership.co.uk/working-groups/sustainability-benchmarks/sustainabilty-bench-marking-toolkit/http://www.vesma.com/ddd/regular.htmhttp://www.defra.gov.uk/environment/business/reporting/conversion-factors.htm


33/40

31


Template Memorandum of Understanding

This Appendix provides both owners and occupiers with a Template FormMemorandum of Understanding (MoU). It is designed to be exible in that ownersand occupiers can select clauses appropriate for a speci c building. The MoU canbe entered into by the parties at any stage of the lease. For more information onthe use of an MoU, see the BBP Green Lease Toolkit 16 .

DATE

PARTIES [ ] of [ ] (the Landlord)

[ ] of [ ] (the Tenant)

PREMISES

BUILDING

LEASE dated [ ] between [ ] and [ ]

1 MEMORANDUM OF UNDERSTANDING (MoU)

1.1 The Landlord currently owns the Building and the Tenant currently occupies the Premises under the Lease.

1.2 The Parties agree to work together collaboratively to improve the environmental performance of

the Building and the Premises.

1.3 The Parties agree to consider and where appropriate implement the measures set out below and inSchedule 1.

1.4 The Landlord will encourage any other occupiers in the Building to enter an MoU in the same terms asthis MoU in order to improve the overall environmental performance of the Building.

1.5 This MoU is not legally binding (save where expressly stated to be so). However, the Parties agree towork together in good faith (but without legal obligation) for a period of [twelve] months from the date of this MoU to implement the aims and objectives which are set out below.

2 DATA SHARING2.1 The Parties agree to share with each other all data and relevant information they have in relation to the

Building and the Premises (in as much detail as is available to them) in respect of:

Electricity consumption

Gas consumption

Other fuel consumption

Water consumption

Waste generation, management and recycling

Maintenance of plant and equipment used in connection with the above

2.2 Such data and relevant information will be provided [annually] as a minimum in a form or methodologywhich the Parties agree upon as being appropriate for the purpose.

Appendix 5

16 http://www.betterbuildingspartnership.co.uk/download/bbp-green-lease-toolkit.pdf
http://www.betterbuildingspartnership.co.uk/download/bbp-green-lease-toolkit.pdfhttp://www.betterbuildingspartnership.co.uk/download/bbp-green-lease-toolkit.pdfhttp://www.betterbuildingspartnership.co.uk/download/bbp-green-lease-toolkit.pdfhttp://www.betterbuildingspartnership.co.uk/download/bbp-green-lease-toolkit.pdfhttp://www.betterbuildingspartnership.co.uk/download/bbp-green-lease-toolkit.pdfhttp://www.betterbuildingspartnership.co.uk/download/bbp-green-lease-toolkit.pdfhttp://www.betterbuildingspartnership.co.uk/download/bbp-green-lease-toolkit.pdf


34/40

3217 Note the Carbon Reduction Commitment Regulations (which are not yet in force) contain reporting requirements and this report

should have regard to the timetable for CRC reporting.

2.3 All such information will be provided in a form which produces meaningful and useful data.

2.4 An industry accepted methodology, agreed by the Parties, will be used to ensure consistency of data(e.g. LES-TER, IPD Environment Code, Upstream benchmarks etc).

3 BUILDING MANAGEMENT COMMITTEE

3.1 The Parties will set up a Building Management Committee which will meet [annually] [quarterly][on an ad hoc basis].

3.2 The Building Management Committee will comprise representatives of the Landlord, the Tenant, anymanaging agent employed by the Landlord or Tenant and other persons involved from time to time in theoperation or management of the Building and the Premises as the Parties deem appropriate.

3.3 The Building Management Committee will:

(a) review;

the data and other information shared by the Parties under paragraph 2;

the environmental performance of the Building generally;

any changes to the Building, the Premises or its operation which may affect the environmental performance of the Building or the Premises in the future;

any forthcoming changes in law or practice which may be relevant to the environmental performance of the Building and the Premises.

(b) seek to agree an environmental management plan for the [Building]/[Premises] or [review the

Landlords environmental management plan for the Building] and agree upon annual targets for: the reduction of energy consumption, carbon emissions, water use and waste at the Building

and the Premises;

the increase, where possible, in the use of plant and equipment based on renewable technologies, renewable energy, recycling of waste, recycled water and captured rainwater for the Building and the Premises;

other measures which it is practical to adopt in order to improve the environmental performance of the Building and the Premises.

(c) produce an annual statement 17 , which:

(i) contains a summary of the energy and water use and the waste generated by the Buildingand the Premises;

(ii) sets out the targets agreed pursuant to (b) above;

(iii) sets out progress towards achieving the targets agreed for previous years and identi es any other achievements (e.g. reductions in fossil fuel consumption).

3.4 The Parties will provide each other with the names of the person(s) within their organisations and inany managing agents organisations who should be contacted on issues relating to the environmentalperformance of the Building or the Premises.

4 BUILDING MANAGEMENT SYSTEM

4.1 Where the Landlord controls the hours of operation of any heating, lighting or air conditioning servicesto the Building and/or the Premises, the Tenant will provide to the Landlord details of its hours of occupancy of the Premises and its requirements for heating, lighting and air conditioning servicesfor the Premises and will keep the Landlord informed of any changes in such requirements.



35/40

33

4.2 Where a Building Management System exists for the Building, the Landlord will:

(a) where appropriate, explain to the Tenant how the system works;

(b) ensure that, wherever practicable, the settings of the system are adjusted and regularly reviewedwith a view to minimising unnecessary provision of heating, lighting or air conditioning services tothe Building and the Premises and to re ect the information provided by the Tenant under paragraph4.1 above.

5 REINSTATEMENT OF TENANTS ALTERATIONS

The Landlord will give reasonable consideration to:

(i) waiving any entitlement it may have to require reinstatement of alterations carried out by the

Tenant; and(ii) not including reinstatement requirements on the grant of any Licence for Alterations

where such alterations improve the environmental performance of the Building and/or the Premisesand the Landlord considers that it will not need to remove or reinstate such alterations at the endof the Lease.

6 CO-OPERATION ON SCHEDULE 1 MEASURES

6.1 The Parties will work together to consider and seek to implement, if appropriate, the measures againstwhich a tick has been placed, set out in Schedule 1.

6.2 The Parties will co-operate with each other in complying with the requirements of any Carbon ReductionCommitment scheme to which either of them may be subject and which affec

Date post:	14-Apr-2018
Category:	Documents
Upload:	khushi-mughal
View:	238 times
Download:	0 times

Bbp Green Building Managment Toolkit

Documents