Category Archives: Building Performance Assessment

Energy efficient comfort air conditioning

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Legacy buildings with a total built-up area exceeding 15,000 square meters pose significant challenges to the Facility Management team in accomplishing transformative energy efficiency objectives. An evaluation of the existing energy performance of building services, coupled with a comprehensive, value-added transformative action plan regarding operational procedures and capital investment in retrofit engineering projects, is crucial for enhancing energy efficiency. This article centres on the HVAC system, which accounts for approximately 45-55% of the total energy consumption in a typical fully air-conditioned commercial building operating 24/7, 365 days a year.

The energy components of an HVAC system in a commercial building are

  • Ventilation system (~30-35%)
  • Cooling Plant (~25-30%)
  • Heating (~15-20%)
  • Pumps (~10-15%)
  • Cooling Towers (~5 – 10%)

(Reference:: www.energy.gov.au; hvac-factsheet-basics-energy-efficiency)

What is Thermal Comfort?

Thermal comfort is defined as that condition of mind which expresses satisfaction with the thermal environment.

Acceptable Thermal Environment – a thermal environment that a substantial majority (more than 80%) of the occupants find thermally acceptable.

– American Society of Heating, Refrigerating and Air-Conditioning Engineers (ASHRAE – 55,2020)

Balancing comfort and energy efficiency in air-conditioning requires careful consideration. Building design and commissioning using the adaptive method establishes acceptable indoor temperature ranges based on function and climate. Standards like ASHRAE 55-2020, ISO 7730–2005, and EN 15251–2007 incorporate adaptive models, which consider behavioural and technical adjustments, acclimatisation, and psychological acceptance.

Six influencing factors of comfort air-conditioning in an open-plan office

  • Personal attributes- Metabolic rate (Physical activities), Clothing insulation (Dress code)
  • Environmental attributes – Average room temperature, Average air speed, Average radiant temperature, and Humidity

How Facility Management can facilitate comfort air-conditioning for maximum occupants in a large office space (> 15,000 m2).

General approach

On-site physical measurements and target setting

ITEMEQUIPMENTPERFORMANCE INDICATORBASELINETARGET
1WHOLE BUILDINGGSF —— sqft /ton
2WHOLE BUILDING ENERGY PERFORMANCE INDEX (EPI)——– kWh/m2/Year
3WHOLE BUILDING HVAC SYSTEM ENERGY PERFORMANCE INDEX (EPI)——– kWh/m2/Year
4CHILLER— kW/ton (—/kWR)
5COOLING TOWER—kW/ton (—kW/kWR)
6CHILLED-WATER PUMP—-kW/ton (—-kW/kWR)
7CONDENSER WATER PUMP—-kW/ton (—-kW/kWR)
8AIR HANDLING UNIT—-kW/ton (—-kW/ton)

Energy Conservation Measures (ECM)

Decision-making regarding Energy Conservation Measures is contingent upon business management choices based on-

  • Driving factors – Business objectives, Regulatory guidelines, Climatic impact, Functional needs, Building architecture, construction and senior Management’s operational priorities.
  • Technical feasibility and risk assessment of proposed ‘Energy Conservation’ measures.
  • Prioritisation based on business impact
  • Occupants’ acceptance of behavioural change management within the facility.
  • Forecast energy savings and carbon emission abatement.
  • Cost-impact analysis
  • Branding and reputation

INDICATIVE ENERGY CONSERVATION MEASURES (ECM)

THERMAL ENVIRONMENT ENERGY CONSERVATION MEASURESENERGY EFFICIENCY IMPACTIMPLEMENTATION-EASE / COMPLEXITYCOST IMPACT OF ECM IMPLEMENTATION
PERSONAL ATTRIBUTES
ClothingDevelop and communicate a season-appropriate dress code for building occupants.ModerateEasy to implement–
AwarenessConduct workshops to develop awareness of energy conservation and general acceptance of adaptive thermal comfort management..Every 1 0C increase in room temperature can result in a 2 to 3% reduction in HVAC system energy consumption.Easy to implement–
SurveyConduct a thermal comfort survey, analyse and share feedback, and create a collaborative approach to improving sustainable indoor environmental quality.ModerateEasy to implement–
ENVIRONMENTAL ATTRIBUTES
Reduce radiant heat gainsApply thermal insulation to walls and roofs to reduce heat transfer.

Apply high solar reflective index (SRI) paint on the rooftop and exterior walls to reduce solar heat gain.

SignificantModerateModerate
Indoor LightingEnergy-efficient LED lighting will reduce radiant room temperature.ModerateModerateModerate
Glass windows, façade, doorsTemporary shading – use of blinds or curtains to prevent indoor sun glare.ModerateEasy to implementLow
Dynamic glazing, including chromogenic glazingSignificantComplexHigh
Smart Energy and HVAC System MeteringCalibrate sensors periodically and replace faulty sensors.

Introduce a smart energy management system for continuous monitoring and control.

SignificantSignificantModerate
Room Temperature and humidity improvement.Roof top gardening, indoor potted plantersModerateEasy to implementLow
Smart thermostats to optimise temperature and ventilation rate settings based on occupancy.SignificantModerateModerate
Improve whole building air tightness.Sealing air duct leaks and maintaining clean filters of air handling units can yield up to 10% energy savings for HVAC systems.SignificantModerateLow
Exterior joints, cracks, and holes in the building envelope should be caulked, gasketed, weather stripped, or otherwise sealed to minimise air leakages.SignificantModerateLow
Conduct air leakage tests as per ISO 9972:2015 or ASTM E779, E1827, or E3158 to determine root causes. If leakages exceed 25% of the building commissioning test value, perform an infrared imaging along with a visual inspection and smoke test.SignificantSignificantModerate
Improve the performance efficiency of Cooling Towers, Condensers, and Chiller Plant.Evaluate and assess the performance effectiveness of the primary heat exchange equipment – cooling tower, condensers, and chiller plant. Examine the root causes of a heightened approach temperature in relation to the information provided in the commissioning test report.SignificantEasy to implementLow
Variable Air Volume systemExplore the opportunity for retrofitting VAV systems where occupancy variation is significant throughout the day or week. (Sports amenities, cafeteria, conference and meeting room, etc.)SignificantModerateModerate
Introduce Smart PumpsReplace multiple time-repaired pump motors with new smart pump sets.SignificantModerateModerate
Improve Fan efficiencyReplace the entire fan assembly with a high-efficiency fan assembly.SignificantComplexHigh
Replace conventional V-belts with energy-efficient flat belts or cogged, raw-edged V-belts with AHU fan units.ModerateModerateModerate
Electronically Commutated Motors (ECMS) can provide significant energy savings and controllability in series-fan-powered Air Terminal Units (ATUS), which are used in constant volume air distribution systems.SignificantModerateModerate
Effective Ventilation SystemAnalyse and explore the opportunity for integration of the ‘Demand Controlled Ventilation’ (DCV) system in the HVAC system.SignificantModerateModerate
Explore opportunities for Energy Recovery Ventilation (ERV) systems in hot and humid, as well as temperate, climatic zones.SignificantModerateHigh
Opportunities for retrofitting Free Cooling – Air or Water Economisers.SignificantModerateModerate
HVAC system equipment optimisationProgrammable thermostats and smart Controllers for predictive scheduling of equipment run hours based on cooling demand.SignificantComplexHigh
Investigate the possibility of installing variable speed drives on centrifugal chillers and implementing intelligent optimisation (Central Plant Optimiser) for chillers, cooling towers, and air handling units.SignificantComplexHigh
Low Delta T syndromeAddress the underlying causes of Low Delta T syndrome in the HVAC system.SignificantModerateLow

Challenges in the Implementation of Energy Conservation Measures

  • Management buy-in
    • Lack of awareness about the environmental, reputational, market, and financial benefits of ECMs.
    • Lack of coordination among multiple stakeholders in multi-tenant properties, including various investors, facility maintenance teams, and local government authorities.
    • Cultural resistance to changes in office etiquette can have a direct or indirect impact on energy management discipline.
    • Inadequate regulatory measures for energy conservation.
    • The absence of, or inadequate awareness of, financial or non-financial incentives from governmental authorities fails to drive initiatives for ECMs.
  • Insufficient budget allocation.
    • The estimated initial soft costs, which cover the energy audit process and the engagement of a team of experts for analytical cost-benefit and environmental impact analysis, are not allocated.
    • A high-cost investment-grade audit procedure does not guarantee savings from energy-saving measures due to the long payback period, typically ranging from 3 to 5 years or more, and the unpredictable dynamics of business operations within the property.
  • Difficulties in project planning.
    • An inadequate energy management system is in place to monitor and track operating systems.
    • Insufficient and poor-quality information and historical data from the site.
  • An unskilled in-house team.
  • Insufficient knowledge and skill set to conduct on-site testing procedures for Chiller Plant equipment, cooling towers, fans, blowers, and the air-tightness of air ducts and rooms.

Conclusion

In today’s workspaces, feeling comfortable with the temperature is a key part of enjoying your workplace experience. When discomfort lingers, it can significantly impact productivity. That’s why energy-efficient air conditioning is so important; it adds significant value that the facilities management team can bring to any building. With thoughtful planning and innovative measures, even older buildings can see a remarkable transformation.

Optimising Service Efficiency: A Deep Dive into Facility Performance

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Facility performance plays a crucial role in ensuring the success of both business and residential operations. To provide efficient service, facility performance must align with intelligent design and construction, effectively meeting the objectives of its intended use throughout its operational lifespan. Furthermore, constructive customer feedback, backed by a continuous improvement program, helps to achieve business objectives and prolong the facility’s useful life.

  1. Why is the assessment of facility performance necessary?

Evaluating facility performance, whether focusing on a single phase or multiple phases from design to post-occupancy, plays a crucial role in controlling design development, construction, asset management, and capital investment projects throughout their operational life. Assessing gaps in the infrastructure, asset management relative to functional needs, business requirements, and user perceptions- both internal and external- can create a foundation for necessary adjustments in financial and non-financial aspects.

A balanced scorecard approach incorporating four domains can provide a structured framework for planning corrective actions and ongoing improvement initiatives.

BALANCE SCORECARD FOUR-DOMAIN APPROACH

  • POSITIVE CUSTOMER EXPERIENCE
  • PROCEDURES
  • PROFICIENCY
  • PROFIT
  1. What are the key objectives for evaluating the performance of a facility or a group of similar facilities?

The objectives of the ‘Facility Performance Evaluation’ are established in alignment with the business goals of stakeholders. In a broader context, the key parameters are determined in consultation with the property owners and tenants of the facility, with the aim of maximising benefits derived from facility survey observations and analytics. This approach facilitates informed decision-making regarding capital-intensive projects to enhance operational efficiency, expand, or modify building infrastructure and improve market branding and competitiveness. The four-domain balanced scorecard approach quantifies performance quality.

A systematic process can be developed to establish goals that align with organisational objectives, formulate Key Performance Indicators (KPIS), and benchmark performance against historical data and industry standards across all four domains of the scorecard evaluation. Assessing the scorecard across each domain establishes the framework for performance enhancement. Integrating risk assessment with opportunities for innovative solutions will prioritise the improvement program and delineate the organisational culture.

  1. What are facility managers’ common challenges in conducting a comprehensive assessment?

A Facility Manager faces numerous challenges during the thorough performance assessment of a facility, which can be summarised as follows:

  • Information Gathering. In most instances, the facility preserves historical and contemporary information in disparate repositories, managed by stakeholders who do not necessarily share similar business objectives.
  • Data verification. Authenticity and verification of relevant data points without validation, supported by a sound technological system.
  • Analysis and correlation. The analysis and correlation of available information and data points with the functional requirements established during the pre-design and design development stages, the transformation of property usage over an extended period, the management of perceptions, and the cost inputs.
  • Absence of an appropriate skill set. Inadequately skilled in-house personnel are unable to perform the facility performance assessment.
  • Upper management lacks interest in allocating funds and initiating the assessment program.
  1. Who are the stakeholders who will perform the facility performance evaluation?

A comprehensive Facility Performance Evaluation program will necessitate the professional contributions of subject matter experts, alongside a holistic analysis conducted by the Facility Manager. Consequently, it is essential to engage Architects, Structural Consultants, Mechanical, Electrical, and Utilities Engineers, Environmental professionals, Fire and Life Safety experts, as well as Customer Relationship, Finance and Procurement specialists, thereby establishing a core audit team. The composition of this team will be influenced by the size of the property, its complexity, and its business importance. An in-house team may be trained to execute this process regularly following an initial professional assessment. Work method statements tailored to meet the property’s specific requirements can be revised and utilised for subsequent activities.

  1. Which model of Facility Performance Evaluation should the Facility Manager opt for?

Facility performance modelling is specifically designed to address compliance deviations from building codes and ensure regulatory compliance, while also developing solutions that pertain to fire and life safety, occupancy requirements, future demolition and modification plans, end-user satisfaction, operational procedures, and the professional development of operating staff. The evaluation model is contingent upon the property’s layout, use-specific criticality, the condition of the building’s fabric, and the quality of the interior environment. Commencing with coordination meetings involving stakeholders and conducting walk-around assessments, the Facility Performance Evaluation (FPE) model may encompass, but not be limited to, commissioning or functionality acceptance tests, operational condition assessments of building components and equipment, as well as an evaluative checklist to solicit customer feedback.

The selection may encompass a singular approach or a combination of the four-domain framework of the balanced scorecard, with the objective of enhancing the facility functionality and serviceability, facility management and service quality, addressing or minimising deviations from design and regulatory requirements, implementing investment-grade improvements, and developing the knowledge base of service providers.

A typical facility performance evaluation (FPE) model can include common service elements and individual need topics, and more, as indicated below.

  • Location, Access, and Wayfinding
  • Fire and Life Safety
  • Legal and Regulatory compliance
  • Protection of individual property
  • Building fabric condition- structural and architectural
  • Aligning building aesthetics with brand image
  • Change and churn management
  • Water, Energy, and Waste Management
  • Interior Environment Quality
  • Building systems and sub-systems – HVAC, Electrical, Plumbing
  • Operations Digitalisation and specialised communication and surveillance systems
  • Space Management
  • Ergonomics
  • Cleanliness
  • Transportation Management
  • Special Amenities- Wellness management
  • Sustainability
  • Business continuity
  • Occupants’ satisfaction

The ASTM (2000) standard delineates the evaluation of customer requirements pertaining to facility functionality and quality, while also facilitating comparisons with building design and service levels. Performance levels are explicitly defined to address the needs and expectations of facility occupants. The suitability of a facility for a group of occupants or disparate groups of occupants is categorised based on an assessment of serviceability, condition, and residual service life.

Categories A to D are as follows:

A = OK at present.

B = Thresholds and/or 10% to 30% of topics miss significantly.

C = Serious problems, but not immediate.

D = Immediate action needed, e.g. for health or safety.

  1. What are the derived benefits of conducting an effective and sustainable performance evaluation?

The outcomes of the Facility Performance Evaluation (FPE) can yield numerous potential benefits, categorised into short-term, medium-term, and long-term impacts. Facility-specific tailored FPE aims to enhance initiatives within the continual improvement program. An effective and sustainable evaluation program can support

  • Identifying gaps in compliance with property and life safety codes and relevant legal and regulatory requirements.
  • Conduct a gap assessment of the functionality and purpose of the infrastructure design with its current status, identifying opportunities for innovative solutions.
  • Establish needs for process improvement and develop processes aligned with sustainability principles.
  • Establish documentation of procedures.
  • Enhance customer satisfaction
  • Support decisions based on information and analytics regarding capital investments in infrastructural projects.
  • Identify the needs for competency improvement among service personnel.
  • Analyse cost performance in comparison to the industry and its historical benchmarks.
  • Improve the market competitiveness of service providers.
  • Enhance the reliability and durability of the property.

Trends in technology, etiquette, and safety within high-rise buildings elevators

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Elevators are the most vital vertical transport equipment in high-rise buildings. Steam-powered passenger elevators were first installed at the Haughwout Department Store in New York in 1857, and the electric lift came into use in early 1900. Since then, the technology and safety features of passenger elevators have evolved for skyscrapers across the globe. With the advent of modern-day skyscrapers equipped with state-of-the-art elevators, building facility managers are responsible for upgrading their knowledge and understanding of the latest technology trends, safety features, maintenance techniques and passenger comforts.

ELEVATOR INNOVATIONS
Over the past 150 years, numerous innovations have emerged worldwide, particularly in the electric traction systems used for high-rise buildings. These advancements have focused on enhancing safety and security features, promoting intelligent interoperability in smart buildings, and increasing passenger comfort. Recent innovations in lift technology include regenerative drives, gearless traction systems, ropeless lifts, IoT-enabled diagnostics and controls, and AI and ML adaptive systems.
Drivers for the technology innovations are –
• Safety features
• Security surveillance and controls
• Speed and smooth ride
• Passengers’ comfort – optimising waiting and destination time
• Energy and carbon efficiency
• Reliability and maintainability
• Installation, operation, maintenance and disposal cost efficiency

ELEVATOR ETIQUETTE
• Please observe the directional movement of the lift and the comfort level of fellow passengers when entering or exiting the lift car while maintaining a respectful personal space.
• Refrain from prolonged staring, playing music, creating excessive noise, engaging in loud conversations, or conversing over the handset within the lift car.
• It is advisable to avoid consuming food or beverages inside the lift car.
• Maintain a standard of personal hygiene by covering your mouth and nose when sneezing.
• When accompanied by a dog, please utilise the designated lift, remain considerate of other passengers, and ensure that the dog is always leashed and under your control.
• Priority should be given to delivering food, medication, or emergency supplies.
• Be careful with your luggage in the elevator and avoid overloading it.
• Do not obstruct the car door to allow others to enter or exit the lift. Furthermore, do not attempt to rescue individuals from the car if it has halted away from the floor level.

SAFETY
1. In 1999, a passenger was trapped in an elevator at the McGraw-Hill building on Sixth Avenue, New York, for 41 hours after it stopped dead after a brief power dip. Alarms, surveillance video, and all other attempts to call for help went unnoticed for 41 hours.
(Source: NYTimes- The Big City; Aftermath Of 40 Hours In an Elevator)
2. Noida high-rise lift malfunctions, reaches top floor, smashing roof after brakes fail
This is the second time in less than a year that a lift at Paras Tierea Society in Noida has malfunctioned.
(Source: https://indianexpress.com/article/cities/delhi/3-injured-after-lift-brakes-fail-reaches-top-floor-smashing-roof-in-noida-high-rise-9324996/)

Modern-day lifts have built-in safety features mandated by local and national legal and regulatory guidelines. Accidents from elevators are rare, but they are fatal in most cases. Construction and maintenance personnel working in or near elevators and general passengers face significant accident risks.
For maintenance and construction workers, janitors, and cleaners, the significant hazards are –
• Fall into the shaft
• Entanglement between the moving car and fixed structures or moving parts.
• Hit by the elevator car or counterweight
Passengers face tangible and relatively frequent safety hazards, which include: –
• Entrapment within the lift car
• Mis-levelling of the lift
• Excessive speed of the lift
• Malfunction of the car doors
• Failure of the emergency rescue device
• Dysfunctionality of the emergency push button
• Autonomy of the emergency lights
• Inoperability of the intercom system
Consider the essential safety measures that construction and maintenance personnel are required to implement to promote professionalism and ensure safety in workplace practices.
• Safety regulations and protocols should be readily accessible to construction and maintenance staff and passengers throughout operations.
• The emergency response program should be systematically developed to effectively address common issues, such as entrapment following a power interruption, entanglement of individuals or clothing in lift doors or moving components, lift car door malfunctions, failure to stop at designated floor levels, excessive noise and vibrations during operations, and potential physical confrontations with other passengers or animals Only personnel who have received adequate training and certification should be authorised to perform work on or near lifts.
• Lock-out and tag-out procedures must be strictly adhered to during maintenance work.
• The ‘Original Equipment Manufacturer’ should be prioritised when awarding the lift’s annual maintenance contract.
• Additionally, the maintenance team must maintain a comprehensive monthly inspection log.
• Third-party entities conduct periodic safety evaluations and passenger feedback to enhance safety and improve measures for end-user comfort.

Elevators are ubiquitous equipment that meets the vertical transport needs of high-rise smart buildings. The right design technology, which addresses building operation needs, maintenance and operational procedures, safety audits, compliance with statutory and regulatory guidelines, and social etiquette, constitutes the key elements for managing the system throughout its lifespan.

Navigating The Challenges Of Transitioning Building Services Operations

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The critical phase of transitioning building services from commissioning to operations often needs to be addressed by both Project Owners and Facilities project management consultants. Overlooking these issues can lead to unrealized objectives for the owner and, consequently, result in customer dissatisfaction.

Identifying Key Challenges and Risks

  1. Compliance with Statutory and Regulatory Requirements:

Ensuring adherence to all legal standards and regulations for the property is a paramount concern that demands meticulous attention.

  1. Project Documentation and Training:

Thorough documentation and comprehensive training for the Facility Maintenance team are crucial to ensuring the smooth operation of building services.

  1. Functional and Performance Tests:

Rigorous testing of building systems and sub-systems is essential to guarantee their functionality and performance.

  1. Change Order Estimation and Validation:

Accurately estimating and validating change orders is critical in preventing cost overruns and ensuring financial transparency.

  1. The Commissioning, Operations, and Maintenance Service Framework:

Developing a robust framework for commissioning, operations, and maintenance services is essential for long-term sustainability.

Facility Project Management Consultant

Addressing Challenges Effectively

Each of these challenges necessitates a detailed risk assessment, cost impact analysis, and the implementation of an efficient mitigation program. The primary objective of risk and cost assessment is to align with the owners’ and other stakeholders’ business goals. Factors such as geographic location, end-use intent, and cultural alignment significantly contribute to the success of Facility Management programs.

It is common practice to conduct acceptance tests for systems, which include integrated tests of fire and life safety systems, emergency power sourcing, building surveillance and access controls, ventilation systems, and vertical transport systems. The operation technical team should witness these tests to understand the design intent and expected outcomes.

The Transition Program

Defining and agreeing upon a comprehensive transition program among all stakeholders and the Transition Management of the Integrated Facility Service Tendering Team is imperative. This program should encompass the construction close-out and handing-over process, addressing potential risks and challenges at each step. Estimating operating costs for the initial 5-year period and the subsequent 20-year life cycle of the property enhances the strategic framework of Facility Project Management services.

Enablers for Success

Key enablers for a successful transition program include:

  1. Effective Communication Platform and Inclusive Culture: Fostering open communication and an inclusive culture facilitates smoother transitions.
  2. Understanding Project Owners’ Business Objectives: Clearly articulating and understanding the end-use business objectives of Project Owners is crucial for alignment.
  3. Collaborative Problem-Solving: Encouraging collective deliberation and finding solutions for cost, quality, and timeline deviations.
  4. Digitized Transition Management: Utilizing digital tools for efficient transition management enhances effectiveness.
  5. Strategic Framework for Facility Management: Defining, developing, and deliberating on the strategic framework of Facility Management ensures long-term success.
  6. Geographically Aligned Integrated Facility Management Service Tender: Running an Integrated Facility Service Tendering program focusing on geographic location, end-use intent, and business goals contributes to selecting the most suitable service providers.

Stakeholders can successfully navigate the complexities of transitioning building services operations by addressing these challenges and leveraging the identified enablers. This strategic approach ensures the fulfillment of immediate goals and the sustained efficiency and satisfaction of all stakeholders in the long run.

Office Indoor Environment Control

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Introduction

The annual ambient (outdoor) Air Quality Index in Delhi NCR has consistently been around 200 over the past 10 years, excluding the pandemic year 2020. This is four times higher than the acceptable limit of 50. The elevated Air Quality Index (AQI) adversely affects individuals suffering from respiratory and cardiovascular health issues. It is widely acknowledged that indoor air quality in office environments significantly influences occupants’ indoor environmental comfort, health, and performance. The design of the building must consider the business’s operational requirements, the needs of visitors and full-time employees, the levels of predominant contaminants in the surrounding outdoor air, and the occupants’ expected acceptability of indoor environmental quality.
Why IAQ is important for Office employees
Office employees dedicate approximately 60 hours per week to their occupational duties in a conventional office setting. In certain circumstances, employees receive additional amenities such as food services, recreational facilities, and sports options within the office premises. Given the considerable amount of time spent in a constructed environment, the quality of the indoor environment presents a greater risk to human health than that of the outdoor environment.

  1. Source of Indoor Air Quality contamination
    Familiar sources of contamination are –
    • Building location
    • Building Design and Construction
    • HVAC system design, operation and maintenance
    • Building renovation or restack work
  2. Indoor Environment Quality Management –

2.1 Measurements, monitoring, and assessment of IAQ

o Particle sizes ranging from 0.3 to 10.0 micrometres
o Temperature, Humidity, CO2, CO
o Indoor illumination, Daylighting factor
o Noise, Odor

2.2 Control Measures

  •  Source Controls
      • Identification and containment of sources of water and air ingress
      • Careful choice of construction materials, low VOC emissions indoor furnishings (cabinetry, furniture)
  • Engineering control measures
      • Effective filtration system for Fresh Air Treatment system
      • Demand-based outdoor air control
      • Treatment mechanism of outdoor air systems in the building
      • Air duct cleaning
      • Maintain positive air pressure in occupied office space
        Manual Air Balancing
         Variable Fan Speed Controls
         Differential Pressure-based Controls
         Offsetting airflow
        Energy efficiency and ventilation controls
        o Create customised solutions for efficient ventilation systems.
        o Application of outdoor Air Economisers (Heat Wheels), Energy Recovery Ventilation system
  • Indoor Plantation
    • Spider plant, Golden Pothos (Money Plant), Snake plant, Aloe vera, Rubber plant, etc
    • Preferably one plant / 100 sqft office space.
  • Cleaning Regime
    • Green cleaning regimen and hygiene
  • Pest Control Regime
      • Chemical-free pest control practice.
  • Indoor furniture, janitorial chemicals and appliances storage room 
      • Ventilation-controlled room for storage  
  • Environmental Protection Measures – Office Renovation Works
      • Essential protective measures to tackle dust and noise pollution effectively!
      • Incorporate environmental factors into the procurement decision-making process to ensure sustainable practices.
      • Close coordination and collaboration with the building management team.

3.0 Occupants’ Experience Survey

AQI and associated Health Impact

(Source: PIB; Government of India Ministry of Environment, Forest and Climate Change.)

Building Energy Performance Key Drivers – Case Study

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ASSESSING POST-OCCUPANCY ENERGY PERFORMANCE AND GAPS WITH DESIGN STAGE ESTIMATION

A post-occupancy energy performance assessment of a newly constructed corporate office building has indicated a heightened energy use intensity along with considerable discrepancies from the estimations made during the design phase. The Energy Performance Indices recorded during the building’s beneficial occupancy and post-occupancy stages were 20 to 40% above the industry benchmark. A comprehensive study was undertaken to ascertain the root causes and delineate a series of remedial measures to ensure a 45% reduction in energy expenditures. The energy efficiency improvement project has been planned over five years, with due consideration to the prioritisation of business needs and incremental capital investments.

Significant energy use intensity was observed in amenities such as the kitchen and cafeteria, swimming pools, spas, sports centres, VIP guest rooms, car parking, theatres and conference halls.

The following reasons have been identified as contributing factors:

  1. The operations and maintenance team focused minimally, if at all, on the energy performance of the building’s systems and subsystems.
  2. The energy metering and monitoring system required enhancement to facilitate regular energy profiling.
  3. The occupancy of the facility was strategically planned on a departmental basis and implemented in a staggered approach. Cross-functional teams were distinctly separated, leading to the partial occupation of operational floors.
  4. The centralised building HVAC and lighting systems were inadequately designed and equipped for demand-based modularity.
  5. Significant deficiencies were noted in the installation and commissioning program.

Causes of Energy Performance Gaps Compared with Design Stage Estimates

Remediation actions include:

 

District Cooling Plant – Building HVAC System Efficiency

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The HVAC system in a commercial building represents 45% or more of the annual energy expenditure. It is crucial to address inefficiencies and ensure the system’s long-term functionality. Suboptimal HVAC system performance can be attributed to various factors such as design, procurement, installation, operation, and maintenance. A comprehensive approach to resolving these issues can result in enhanced efficiency and prolonged equipment lifespan. This article will delve into the common issue of “Low Delta T syndrome” within HVAC systems, specifically in Primary/Secondary or Variable Primary Flow chilled water piping configurations. Facility Management Teams frequently encounter this problem and can have a significant impact on system performance.

A low Delta T indicates deteriorated performance of the Central Air Conditioning system of constant primary and variable secondary chilled water

When the difference between the chilled water temperature leaving the system and entering it is lower than the optimal design temperature, it leads to a condition called ‘Low Delta T’ syndrome in the District Cooling system. In a central cooling system consisting of Electric Chillers and Thermal storage, the delta T is designed to be around 12°C.

ASHRAE Green guide prescribes

  • 12 to 20°F  (7°C to 11°C) ΔT chilled water
  • 12 to 18°F (7°C to 10°C) ΔT condenser water.

However, most of the year, the chiller system operates at a partial load, causing the temperature to drop below the intended threshold. District Cooling Service contracts often include penalty clauses for failure to maintain the DT at the premises above the prescribed threshold.

Effect of Low DT syndrome

  • The operating capacity of the Chillers is limited by the ratio of the actual temperature difference (Delta T) to the design temperature difference (Delta T). For example, if the actual Delta T (DT) is 5 °C and the design Delta T (DT) is 9 °C, the maximum operating capacity is limited to 56% of the rated maximum capacity (5/9 = 56%).
  • To compensate for the increased cooling demand, the overworked chilled water pumping system doubles the required chilled water, leading to substantial energy expenditure due to diminished operating capacity.
  • According to the Affinity Law, the power utilized is proportional to the cube of water flow. Per degree Celsius rise in room temperature can result in an average of 3-6% energy savings.
  • Controlling units operate out of the design framework leading to ununiform cooling
  • Local thermal discomfort to occupants.

Causes of Low Delta T syndrome in a variable-air volume designed cooling system

Design detailing

  • Improper installation of Secondary pump differential pressure sensors
  • Improper calibration of sensors and controllers
  • Usage of three-way valves
  • Improper selection of cooling (coil DT lower than the plant design DT)
  • Improper selection of Control Valves (over-sized valves, under-sized actuators)
  • Inadequate or missing interlocking between chilled water shut-off valves and the associated Air Handling Units.
  • The supply water temperature controller in the return line is set close to the design chilled water temperature.
  • Uncontrolled process loads (controlling chilled water matching the design requirements of the process).
  • Outdoor Air Economizers contribute to Low DT

Commissioning

  • Poor water balancing
  • Poor calibration and on-site testing of controls and meters
  • Inadequate digital metering system
  • Inadequate information sharing with the Maintenance team
  • Inadequate knowledge and training for the commissioning team
  • Poor Operations and Maintenance program

Procurement

  • Inadequate critical spares’ stock management. Defective or missing spares are not procured for replacement.
  • Inadequate or wrong specifications used in procurement detailing of
    • Old worn-out pumping system
    • Flow control devices
    • Instrumentation and control
    • Meters – Temperature, Pressure, Humidity
    • controllers, actuators, valves

Operations and Maintenance

  • Rebalancing chilled water flow to match design specifications
  • Off-peak business hours and vacant floors throughout most of the year require part-load operation of chiller plants.
  • Inadequate secondary pumping and ventilation system controls responding to variable demand load.
  • Malfunction of Terminal Cooling Units
    • Malfunctioning instruments requiring cleaning, calibration, replacements
    • Actuators not closing off due to undersize capacity, accumulated dirt, etc
    • Control valves not shutting off in sync with the Air Handling Units
    • Fouled coils requiring cleaning of fins
    • Dirty Filters requiring cleaning
    • Clogged strainers requiring regular cleaning
    • Bypassing air around coils
    • Uncontrolled process loads

Technology trends towards more efficient HVAC system

  • Adaptive Frequency Drives
    • Compressors, Pumps (Primary and Secondary), Fans
    • Supervisory controls and smart metering
  • Controls
    • Open protocol
    • Easy networking interoperable connectivity
    • Troubleshooting diagnostics
    • Data analytics-driven control and command
  • Retrofit solutions
    • Pressure independent Flow Control Valves to replace two-way valves at AHUs, PAHUs, FCUs
    • Reposition and recalibrate differential pressure sensors and set points to adequately respond to seasonal and operational variations.

Conclusion:

The occurrence of ‘Low Delta T’ syndrome is not uncommon in large commercial properties. To address this issue, the Facilities Management team must recognize the gaps between system design and operational parameters. It is crucial to conduct a technical assessment of the system and create a roadmap to enhance system efficiency comprehensively. This technical and commercial assessment should be complemented by an analysis of building occupants’ satisfaction surveys to ensure a well-rounded approach to the problem.

Case Study: Resolving Mould Formation in a High-Rise Building

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Overview:

 

The challenge presented itself in a high-rise building encompassing both residential and multi-purpose commercial spaces. The buildings aged between 20 and 25 years were coupled with prevailing hot and humid climatic conditions in the sub-tropical zone. An average outdoor relative humidity of 59% and temperatures ranging between 34°C and 25°C year-round – mould formation and high indoor humidity were prevalent.

 

Problem Identification: The indoor environment quality was compromised, maintaining a room temperature between 21°C and 24°C. Notably, indoor humidity consistently remained between 90% and 95% for over 90 days per year, leading to frequent condensation on air inlet diffusers and mould growth on household items, furniture, and walls within the apartments. The persistent mould issue raised concerns among occupants throughout the year.

 

Root Causes: Several factors contributed to the indoor humidity, including behavioural, design, and maintenance issues. Behavioural patterns of apartment occupants, such as leaving bathroom doors open after showering, indoor clothes drying, and failure to activate inline exhaust fans, were identified as significant contributors. Furthermore, design issues resulting in negative pressure across the building allowed the outside wind to infiltrate through window seals. Additionally, inadequate maintenance practices, including poorly maintained air conditioning systems and breakdowns in the Fresh Air Handling Unit, exacerbated the problem.

  • Over-cooling lowered indoor surface temperature below the dew point temperature, usually around 150 C, Causing condensation over more than 90 days in a year.

 

Remediation and Prevention Measures: To address the multifaceted challenge, a comprehensive approach was adopted:

  1. Occupant Awareness: Circulation of informational flyers detailing necessary precautions and vigilance for occupants to maintain a conducive indoor environment.
  2. Building Structural Improvements: Identify and repair air infiltration areas to ensure a positive indoor pressure of at least 0.1 inHg. Repairs and replacements of components within FCU boxes were undertaken, alongside thorough indoor air duct cleaning.
  3. System Enhancements: Restoration of operational status to Fresh Air Fans, facilitating the influx of fresh air into the building. Application of waterproofing wall paints to interior walls and re-insulation of chilled water piping to prevent further moisture ingress.
  4. Building Integrity Assurance: Ensuring air tightness within the building to prevent external elements from compromising indoor environmental conditions.

 

Outcome: By addressing behavioural, design, and maintenance shortcomings through a combination of awareness campaigns, structural enhancements, system improvements, and building integrity assurance, the indoor environment quality significantly improved. Condensation on air inlet diffusers reduced, and the persistent mould formation issue abated, creating a healthier and more comfortable living and working environment for building occupants.

-> Case Study of Resolving Mould Formation in a High-Rise Building

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Continual Improvement in Building Maintenance Services

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Building maintenance stands as a pivotal component in property management. Overlooking this aspect can result in gradual deterioration, impacting service delivery to property owners and stakeholders. Thus, implementing an efficient improvement program aligned with sustainability principles is imperative to maximize property longevity and cost-efficiency while adhering to global sustainability standards.

Collaboration among property owners, investors, tenants, and stakeholders is key to the success of such programs. The improvement program should encompass a comprehensive range of hard and soft facility management services. These include environment management, building maintenance, energy conservation, indoor air quality, water and waste management, equipment end-of-life strategies, productivity of services, occupant satisfaction, employee wellness, corporate governance, sustainable procurement, and cost controls.

Communication workshops should be organized to disseminate essential sustainability-related information among all stakeholders within the steering team. Additionally, employing a structured approach such as the DMAIC framework (Define, Measure, Analyze, Improve, Control) is essential for program implementation, monitoring, and control.

  • DEFINE: Establish a maintenance policy and strategy.
  • MEASURE: Conduct on-site measurements, adhering to international protocols.
  • ANALYZE: Assess key performance indicators to establish baselines, risks, costs, dependencies, and timeframes.
  • IMPROVE: Prioritize financial viability, sustainability, alignment with client objectives, and engagement of stakeholders.

Hence, it is imperative to take proactive steps to ensure the effectiveness of building maintenance and improvement programs for sustained property performance.

Energy Management System

Building Performance Assessment: Enhancing Energy Efficiency and Indoor Environment Quality

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Building performance assessment is pivotal in pinpointing the gaps between intended and actual Energy Usage Intensity, Efficiency, and Indoor Environment Quality. Key performance indicators (KPIs) relating to energy usage, health, occupants’ satisfaction, and operational productivity form the baseline for building installations. Setting KPIs for Facility Management Services necessitates meticulous consideration to align sustainable principles with business requirements. Preparation for Green Certification schemes like BREEAM, ENERGY STAR, and LEED require internal and third-party building performance assessments to identify opportunities for transition to green operating practices.

The assessment process encompasses several vital steps:

  1. Walk-Through Evaluation: Conducting an on-site assessment of non-domestic buildings or large residential properties.
  2. Need-Based Measurements: Implementing a verification process for energy usage efficiency as needed.
  3. Performance Gap Analysis: Scrutinizing performance gaps compared to design, construction, and operational targets. Establishing a Carbon footprint in the operating and disposal stages of the lifecycle is a must for initiating retrofitting, modifying, or redesigning building services.
  4. Setting Baselines and Targets: Establishing baselines for Energy, Water, and Waste generation based on influencing factors such as building occupancy, business hours, and business outlook is the first step in setting achievable, cost-efficient targets.
  5. Exploration of Efficiency Opportunities: Identifying investment-grade opportunities to enhance energy efficiency, utilise green energy sources, and reduce carbon footprint.
  6. Indoor Environment Quality Assessment: Focusing on indoor air quality, potable water quality, noise, illumination, cleanliness, and occupants’ comfort and satisfaction.

Collaboration and Stakeholder Engagement:

Performance assessment programs necessitate collaboration among cross-functional departments within the same business house. Each stakeholder’s representation in the core team for planning, target setting, compliance with governing standards, and improvement programs is imperative. Assessing Scope 1, 2, and 3 emissions must align with global standards and guidelines. Retrofit engineering solutions to enhance energy efficiency must prioritise feasibility, cost-efficiency, and adherence to timelines.

Focus on Indoor Environment Quality

Occupants’ Comfort & Satisfaction Survey:

An integral part of the assessment is evaluating occupants’ comfort and satisfaction within the building. Creating a healthy and safe environment fosters conviviality within the interior and exterior spaces, significantly impacting the overall well-being and happiness of occupants.

A comprehensive building performance assessment is instrumental in identifying and addressing critical areas for improvement, ultimately contributing to enhanced energy efficiency, improved indoor environment quality, and overall occupant satisfaction.