Documentation of pilot project “Hotel Golden Tulip Zakopane”

Transcription

Documentation of pilot project “Hotel
Golden Tulip Zakopane”
Market Transformation Towards Nearly Zero Energy
Buildings Through Widespread Use of Integrated Energy
Design (MaTrID): IEE/11/989/SI2.615952
NARODOWA AGENCJA POSZANOWANIA ENERGII,
POLAND
Work Package 4
Jerzy Kwiatkowski, NAPE, Poland
Aleksander Panek, NAPE, Poland
Contact details of MaTrID partners
Jerzy Kwiatkowski
Narodowa Agencja Poszanowania Energii
Ul. Swietokrzyska 20
00-002 Warszawa, Poland
Disclaimer
The MaTrID project is supported by the European
Commission in the Intelligent Energy for Europe
Programme. The sole responsibility for the content of this
publication lies with the authors. It does not necessarily
reflect the opinion of the European Union. Neither the EACI nor the European Commission is responsible for any
use that may be made of the information contained therein. The MaTrID project duration is from June 19, 2012 –
December 18, 2014 (Contract Number: IEE/11/989/SI2.615952).
Table of content
1
About this pilot project ............................................................................................ 2
2
Design goals ............................................................................................................. 2
3
Work organisation .................................................................................................... 3
3.1
Team composition ...................................................................................................... 3
3.2
ID facilitator: role and function .................................................................................... 4
3.3
ID facilitator mandate ................................................................................................. 5
4
Communication among the team members ........................................................... 5
4.1
Use of Building Information Model (BIM) tools ............................................................ 5
4.2
File sharing system .................................................................................................... 6
4.3
Information sharing..................................................................................................... 6
4.4
Transfer of knowledge ................................................................................................ 7
5
ID Strategy – Workflow ............................................................................................ 7
5.1
Quality assurance plan & Quality control plan ............................................................ 7
5.2
Setting responsibles, milestones and highlighting critical points per each design
phase ......................................................................................................................... 8
6
Innovation and Demonstration .............................................................................. 10
6.1
Innovative solutions .................................................................................................. 10
6.2
Demonstration (Results and Process) ...................................................................... 10
6.3
Trials/evaluation ....................................................................................................... 16
6.4
Awareness rising .................................................... Błąd! Nie zdefiniowano zakładki.
1
1
About this pilot project
Name/acronym of the pilot project: Hotel Golden Tulip Zakopane
Owner: Qualia Development
Name of contact person: Jarosław Krawiec
Function of contact person: Director of Projects Investment Preparation
Location: Zakopane
Type of the building: Hotel
Gross floor space in m²: 8811
Investment costs in EUR: not available
More information: -
2
Design goals
The candidate partner can here describe the design goals that are inspiring the design effort.
For each of them, please report explicitly the target values or the acceptability conditions.
Table 1: Design goals per design phase.
Design goal
Describe the goal and the set-point values if applicable
Aesthetics
The designed building is located in city with its own unique
type of architecture. It was required to keep local
architectural concept by using wood on the façade and steep
roofs.
Accessibility
The priority was to design building open for the guests. As
building is located in touristic region with the access to ski
slopes it was required to design easy access to ski
cloakroom.
Cost-effectiveness
As investor is going to manage this building for 10-12 years,
it was assumed that SPBT of any improvement must be
lower than 8 years.
Energy efficiency
Any energy efficiency solution should be considered,
however the requirement of 8 year SPBT must be
preserved.
2
Design goal
Describe the goal and the set-point values if applicable
Functional/Operational goals
One of the most important role was to adapt zoning of the
heating system in building (seasonal occupation of the hotel)
and design openable windows and automatic thermo valves
in each guest room.
Historic preservation
Non adequate
Productivity
Non adequate
Secure/Safety
All requirements from Building Law must be fulfilled.
Sustainability
The use of local energy sources and local materials. In the
location of the building exist district heating supplied from
geothermal water. The goal was to use this energy source in
building.
Other
Non adequate
3 Work organisation
3.1 Team composition
Has been the design team the same during the whole process?
The same design team has been working during the whole process starting from design
concept up to building documentation. The design team consist of: Biprowłók Sp. z o.o.
(architectural, construction and all installations), Qualia Development (investor), Narodowa
Agencja Poszanowania Energii (energy consultant, ID facilitator). In the design process also
other companies like iNERGY (renewables energy systems) was asked for consultation best
solutions for the building.
Has the multidisciplinary team increased the effectiveness of the design phase?
3
The close cooperation within design team allowed to increase the effectiveness of the design
phase. The every two weeks meetings and close cooperation using email and telephone
consultation was crucial in proper designs preparation.
Has the multidisciplinary team anticipated interferences between activities and avoided
problems?
Thanks to close cooperation in multidisciplinary team most of problems were solved on the
concept design stage.
Do you consider useful the constitution of a multidisciplinary team from the beginning of the
design activities?
For this project the constitution of a multidisciplinary team from the beginning of the design
activities was very useful.
3.2 ID facilitator: role and function
Describe the role of the ID facilitator during the development of the pilot project.
ID facilitator was responsible for supervision on energy effectiveness of the proposed
solution for the building. ID facilitator was a person from energy consultant company and
close cooperation in preparing energy analysis was established.
Describe within maximum one page your level of actual involvement in the respective phase:
Initial planning phase, Competition phase (if applicable in your country), Concept design
phase, Detailed design phase, Construction phase.
Table 2: Role of the ID Facilitator per design phase.
Design phase
Describe the involvement of the ID Facilitator
Initial planning phase
Non adequate. The initial planning phase was covered by
investor.
Competition phase
Non adequate. In this project the competition phase was
covered by investor.
Concept design phase
ID facilitator was responsible in close contact with all
members of design team. At the beginning of concept design
process ID facilitator with investor established requirements
for solutions in the buildings that exceed from Building Low
4
Design phase
Describe the involvement of the ID Facilitator
requirements and building tradition. As the investor will hold
the building for 10-12 years the requirement of maximum
STBT of 8 year for every “extra” solution was set. Next ID
facilitator was responsible for close contact with designed
team and energy consultant to check if proposed solution for
the building meet investor requirements and increase
building energy effectiveness.
Detailed design phase
At the detailed designed phase ID facilitator was responsible
for close contact with investor and energy consultants in
order to check if proposed on concept designed stage
solutions were applied in detailed designs of the building.
Construction phase
Non adequate
3.3 ID facilitator mandate
Has the ID facilitator received a mandate from the owner?
No, the ID facilitator didn’t receive a mandate from the owner
Please, attach a copy of the mandate in the Annex X at the end of this report if possible.
4
Communication among the team members
4.1 Use of Building Information Model (BIM) tools
In case more than one BIM tool was used during the design, there were problems in sharing
the numerical model among the team members?
None of the BIM tool was used during the design. Some files concerning building information
(like drawings) were shared among the team members.
Can you briefly report your experience in using BIM tools, basically by referring to the
lessons learnt?
As none of the BIM tool was used during the design on this project any lessons learnt can be
presented.
5
Do you think that the level of development of the software you used is adequate to be used
in the practice?
Yes, the level of development of the software used within the project is adequate to be used
in the practice. Of course more sufficient tools with the total building information may be
helpful however every member of design team must have access to such tools.
Can you point out some lacks you found in using BIM tools?
The use of BIM tools needs from the each design member partner to possess such tool
4.2 File sharing system
How do you evaluate the efficiency of your file sharing system?
The file sharing system was good enough. One person from each design partner was
responsible for file sharing, and one person from investor side had supervision on this.
On the base of the experience gained during this project, would you take in consideration the
adoption of more advanced systems to share files?
As sometimes some problems occurred in used files sharing system the adoption of more
advanced systems as ftp server of keeping files in cloud could be considered to use in the
projects.
4.3 Information sharing
How do you evaluate the efficiency of sharing information during this project?
The efficiency of information sharing during this project was good. One person from each
design partner was responsible for information sharing, and one person from investor side
had supervision on this
On the base of the experience gained during this project, would you take in consideration the
adoption of more advanced systems to share information?
On the base of the experience gained during this project any advanced systems to share
information could be considered.
6
4.4 Transfer of knowledge
Transfer of knowledge is about how the ID process increases understanding and knowledge
of all specialists work conditions. The aim of transferring this knowledge is that by increasing
awareness and knowledge during all stages of the planning process it should provide even
better ID processes in the future.
Describe how transfer of knowledge took place among architects, engineers and developer.
This project was the first one for each design team member where ID process was adopted.
Thus at the beginning of cooperation in the first meeting the ID facilitator described what is ID
procedure and the principles of cooperation in the project have been determined. The project
partners stated that in previous projects some of the principles of ID process has been used,
however this was the first project where ID process was present in concept design and
detailed design.
An investor has adopted ID process in his second project and stated that such action will
become standard for him.
Investor, architect and engineers were disappointed about the lack of condensed knowledge
on ID, however the presence of ID facilitator were positive aspect of the total project.
5
ID Strategy – Workflow
5.1 Quality assurance plan & Quality control plan
A Quality Assurance Program describes the overall goals for the building. The values have to
be described both as goals and demands. It may also be useful to weight the goals or rank
them. It is important that the Quality Assurance Program is deeply rooted in the decision
makers of the project and it should be given the same status as the budget and time
schedule for the project.
The Quality Assurance Program has to be followed up by a Quality Control Plan. This plan is
a tool for the project team and a document that makes it possible for the building owner to
control and follow up the goals. The quality control plan defines goals and related sub goals,
defines milestones through the planning and construction phases, and specifies who is
responsible for each task.
Unfortunately for the considered pilot project of hotel building in Zakopane either Quality
assurance plan or Quality control plan was established. Despite this an investor was aware
of the importance of those documents and had supervision over every part of the building
design process.
7
5.2 Setting responsibles, milestones and highlighting critical
points per each design phase
The responsible in charge for a given design phase helps the ID facilitator in managing the
whole process. He/she has the responsibility for the correct implementation of the tasks
planned in a specified phase and for the on-time execution of the activities.
A milestone is a formal checkpoint defined by the whole design team during the initial
planning phase. It can be a formal approval by the owner or the delivery of one or a set of
documents. The approval of a milestone allows access to a subsequent phase.
A critical point is an unexpected situation that has occurred during a given design phase.
Please report the solution discussed within and proposed by the design team.
8
Table 3: Responsibles, milestones, critical points and outcomes per design phase.
Design phase
Initial planning phase
Responsible(s) in
charge for the phase
• Qualia development
Milestone(s)
• Spatial and functional
program
• Feasibility study on
existing building
modernization or new
building construction
Critical point(s)
Outcome(s)
• The overall concept of the • Internal discussions
building.
• Comprehensive
• Specific requirements
examination of the
(facilities in the building).
processes and
structures of the different
subcontractors.
Competition phase/
Concept design phase • Biprowłók
• NAPE
• The best, winning
• Examination of the criteria • Building concept design
project
to be respected in the life
review.
cycle cost and energy
• Concept of the building
• Calculation of energy
efficiency
performance indicators
and life cycle costs of
each solution
• Feasibility study of
different proposed
energy efficient solutions
for building
Detailed design phase
• Design of the building • Examination of the criteria • Building design review.
(architectural,
to be respected in the life • Calculation of energy
construction, systems)
cycle cost and energy
performance indicators
efficiency
and life cycle costs of
• Verification of the
each solution
measures proposed at
• Report of applied energy
concept phase
efficient solutions
Construction phase
• Biprowłók
• NAPE
Non-adequate
Non-adequate
Non-adequate
Non-adequate
9
6
Innovation and Demonstration
6.1 Innovative solutions
The most innovative features that occurred during this building design process was:
feasibility study on building construction and HVAC systems. Due to NAPE involvement in
the project a lot of analysis on life cycle cost and energy efficiency of different external
envelopes, heating, cooling and lighting system and energy sources has been done. The
analysis were used by Qualia Development to choose the best solution, which was
implemented by Biprowłók in the designs.
6.2 Demonstration (Results and Process)
Localization of planned building
At the localization of planned building an old hotel building is placed. The existing building
will be demolished and new building will be constructed.
10
Architectural concept of the building
In order to keep local architecture a wood on the façade and steep roof was designed.
11
Sun path analysis
A sun path simulation has been done in order to verify shadowing of existing buildings.
Cost analysis of external envelopes
The cost analysis has been done for every external envelope in order to find best solution.
12
Thermal bridges analysis
In order to minimalize problems with thermal bridges most of construction details were
analysed.
13
Energy source analysis
Podstawowe
Szczytowe
Podstawowe
Źródła energii elektrycznej
Szczytowe
Źródła ciepła
The analysis of heat and electricity energy sources has been done in order to find best
system for the building. In the analysis three main parameters where verified: primary
energy, CO2 emission and LCC. Other parameters like noise, external founding where also
taken into consideration. In total six systems were compared.
Rodzaj źródła
2
System referencyjny
System alternatywny 1
Sieć ciepłownicza
Sieć ciepłownicza
Kocioł gazowy
Cieczowe kolektory słoneczne
Pompa ciepła
Kogeneracja
Wielkość systemu
kW lub m
876,0
876,0
876,0
192,0
255,0
162,0
Roczna produkcja/zakup ciepła
MWh/rok
2824,0
2824,0
2824,0
77,7
1897,0
1024,0
%
95%
95%
94%
97%
510%
56%
Kocioł gazowy
Sprawność wytwarzania/trasnformacji ciepła
Rodzaj źródła
-
brak
brak
Kocioł gazowy
Sieć ciepłownicza
kW
0,0
0,0
876,0
621,0
714,0
MWh/rok
0,0
0,0
2746,3
927,0
1800,0
Sprawność wytwarzania/trasnformacji ciepła
%
99%
94%
94%
95%
94%
System referencyjny
Rodzaj źródła
-
Sieć energetyczna
Ogniwa fotowoltaiczne
Sieć energetyczna
Kogeneracja
kW
975,0
19,2
19,2
975,0
19,2
100,0
Roczna produkcja/zakup energii
MWh/rok
2040,0
14,0
14,0
2040,0
14,0
632,0
Sprawność wytwarzania energii
%
13%
13%
32%
25%
35%
Stopień wykorzystania produkcji na potrzeby własne
%
100%
100%
100%
100%
100%
brak
Sieć energetyczna
Sieć energetyczna
Zainstalowana moc
Roczna produkcja/zakup energii
Wielkość systemu
Rodzaj źródła
-
Zainstalowana moc
Roczny zakup energii
Sieć energetyczna
Sieć energetyczna
kW
brak
975,0
975,0
975,0
975,0
MWh/rok
2026,0
2026,0
2026,0
1408,0
18 000 000
16 000 000
14 000 000
LCC [zł]
12 000 000
10 000 000
8 000 000
6 000 000
4 000 000
2 000 000
0
System
referencyjny
System
System
System
System
System
alternatywny 1 alternatywny 2 alternatywny 3 alternatywny 4 alternatywny 5
nakłady początkowe
nakłady eksploatacyjne
LCC results. The best solution with lowest LCC is system with district heating.
14
Zużycie energii pierwotnej [MWh/rok]
10 000
9 000
8 000
7 000
6 000
5 000
4 000
3 000
2 000
1 000
0
System
referencyjny
System
System
System
System
System
alternatywny 1 alternatywny 2 alternatywny 3 alternatywny 4 alternatywny 5
podstawowe źródło ciepła
szczytowe źródło ciepła
podstawowe źródło energii elektrycznej
szczytowe źródło energii elektrycznej
Primary energy results. The best solution with lowest primary energy needs is system with
district heating and PV.
3 000
Emisja CO 2 [t/rok]
2 500
2 000
1 500
1 000
500
0
System
referencyjny
System
alternatywny 1
System
alternatywny 2
System
alternatywny 3
System
alternatywny 4
podstawowe źródło ciepła
szczytowe źródło ciepła
podstawowe źródło energii elektrycznej
szczytowe źródło energii elektrycznej
System
alternatywny 5
CO2 emission results. The best solution with lowest CO2 emission is system with
cogeneration based on gas fuel.
15
6.3 Lesson learned
What lessons have you learned during the ID process?
The most important in using Integrated Design procedure is awareness of the investor/client.
In the first step it was useful to present to the client the opportunities and advantages of
applying ID process. In such way the cooperation between client, design team and facilitator
is much easier and much more analysis on the concept stage can be done. Very important is
also good communication within the design team.
Why is this project innovative?
This project was the first one for this building owner where Integrated Design process was
applied. Mostly developers design and construct buildings for sale. In this project developer
is going to operate the hotel for next ten to twelve years, therefore the energy efficiency and
low maintenance cost are so important to him. In this process not only energy analysis
regarding building construction, systems and energy sources was done but also other
analysis regarding materials or water consumption was provided.
What kind of problems did occur during the ID process and how did you solve it?
The system designers were not convinced to use heating seasonal schedules and heating
zoning of the building. Building energy simulations and cost analysis has been done in order
to show that this solution is suitable for the building. It was showed that due to heating zoning
and temperature decrease in some weeks of lower building occupation energy and operation
costs will decrease. Finally systems designers approved proposed solution of heating control
strategy.
What would you do differently during the next ID process?
This is quite a good practice example. The Integrated Design process worked well. The
building owner and design team was convinced to apply the Integrated Design process. In
this project the sustainability standards other than cost were difficult to implement. It is
important to explain well all sustainable goals at the kick-off-workshop.
16

Documentation of pilot project “Hotel Golden Tulip Zakopane”

Transcription

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