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Integration of energy in Corporate Real Estate
August 2010
page 2
Integration of energy in Corporate Real
Estate EPI-CREM Energy Performance Integrator - Corporate Real Estate Management
Author/s
Ir. W.E (Willemijne) Molenaar Ing. R.K. (René) Leeuw Editor
Ir C. (Chantal) Tiekstra
Date:
26-08-2010 EC Contract
EIE/07/129/S12.467632
www.epi-crem.org Project co-ordinator
Ministry of Housing, Spatial planning and the environment, Rijksgebouwendienst, Operational Management The Hague, The Netherlands Mr. René Leeuw [email protected]
Disclaimer The sole responsibility for the content of this publication lies with the authors. It does not represent the opinion of the Community. The authors and the European Commission are not responsible for any use that may be made of the information contained therein.
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Contents
Integration of energy in Corporate Real Estate ............................................... 1
August 2010 1
Integration of energy in Corporate Real Estate ................................ 2
Contents ............................................................................................................ 3
1 Summary ..................................................................................................... 5
2 Introduction ............................................................................................... 6
2.1 Starting points 6
2.2 Target groups 7 2.2.1 The primary target group for the EPI-CREM project consists of: 7 2.2.2 The secondary target group consists of: 7
2.3 Public Real Estate Management, 7
how it works 7 2.3.1 Netherlands 7 2.3.2 France 8 2.3.3 Austria 9
2.4 SHEEQ aspects 10
2.5 EPI-CREM project results 11 2.5.1 These results are described as follows: 11
2.6 Practical information 13
3 Approach ................................................................................................... 14
3.1 Energy Performance integration in Corporate Real Estate 14
Management processes 14 3.1.1 Real Estate Management processes 14 3.1.2 Integration of Energy performance in CREM 14 3.1.3 Pre-conditions for success 15 3.1.4 Checklist for Energy Performance Integration in CREM 16 3.1.5 How to manage organisational change 17 3.1.6 Implementing the EPI-CREM approach 17 3.1.7 The EPI-CREM project results 18
4 Method ....................................................................................................... 19
4.1 Facilitating Energy Performance Integration 19
in CREM 19
4.2 The EPI-CREM method in detail 19 4.2.1 Maintenance and the connection to energy 19
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4.2.2 Inspections and technical building information 19 4.2.3 Integral building information and data storage 20 4.2.4 Condition and energy classification 22 4.2.5 Applicability of the classification method 23 4.2.6 From classification to measure 23 4.2.7 Risk analyses (Scenario analysis and decision making) 24 4.2.8 Organizational integration of energy in CREM 26
5 Results and Recommendations ........................................................ 27
5.1 Results 27 5.1.1 Public Real Estate Management: the definition 27 5.1.2 EPI-CREM strategies 28 5.1.3 Reference manuals 28 5.1.4 Conclusion 29
5.2 Recommendations 29 5.2.1 Recommendations of the software tool 29
6 Experiences and evaluation ............................................................... 31
6.1 Pilot projects 31 6.1.1 Experiences from the pilot projects 31
7 Related projects ..................................................................................... 32
Conclusions.................................................................................................... 34
Project Partners ........................................................................................... 36
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1 Summary
The EPI-CREM project aims to improve energy efficiency and rational use of energy across public
building stock in Europe by embedding energy issues in decision making processes within Corporate
Real Estate Management (CREM). The project started December 2007 and ended June 2010.
In work package 6 of the project the EPI-CREM embedding approach and tools were tested and
evaluated in 20 non-residential buildings (so called pilot projects) within the three participating
countries. In the Netherlands and in Austria 8 pilot projects were executed per country, in France 4
pilot studies were performed.
The pilot buildings vary in size between 581 m² and 17.544 m² and represent a mix of office and
educational buildings, hotel, train stations and a museum. Most of the buildings have been
constructed before 1985 but there where also some newer buildings being erected within the last 15
years.
The goal for the execution of the pilot projects was to test and evaluate the EPI-CREM approach and
tools. Based on the outcome and recommendations from the pilot studies, the EPI-CREM project
results have been reviewed. In practice the whole „EPI-CREM‟ approach was carried out during the
pilot project performance, starting with the training of the assessors/building management advisors
who execute the pilot projects according to the training program, and actually using the EPI-CREM
Embedding Approach and the facilitating tools in practice within the Real Estate Management of the
participating buildings.
Apart from the evaluation objective the experiences from the pilot projects have been used as
demonstration material for the dissemination activities. The evaluation of the pilot projects has been
done in a structured way in order to make the different projects comparable.
The pilots have been documented in an evaluation report (working paper) describing the projects,
bearing in minds the target groups‟ interests and particular needs: consultants, public real estate
managers and policy makers. The direct results from the pilot projects can be used by the housing
associations or public building organizations involved.
page 6
EPI-CREM aims to improve energy efficiency and rational use of
energy across the public stock in Europe at a strategic level;
these decisions are translated to tactical and operational levels
of building management. This way the decision making process
surrounding energy saving measures is made structural and cost-
effective.
2 Introduction
The abbreviation EPI-CREM stands for Energy Performance Integration in (public) Corporate Real
Estate Management. EPI-CREM aims to improve energy efficiency and rational use of energy across
public building stock in Europe by embedding energy issues in decision making processes within
Corporate Real Estate Management (CREM).
With this aim, EPI-CREM contributes to existing CREM-processes and global environmental benefits.
EPI-CREM adds value on economic and sustainable grounds for the corporate public building
management sector. The EPI-CREM project started in December 2007 and ended in June of 2010 and
was sponsored by the Intelligent Energy Europe program.
Until now, most public building organisations don‟t pay much attention to energy efficiency in real
estate management decision making. One of the reasons is the lack of tools to facilitate integral
decision-making. To fill this gap, EPI-CREM provides in an approach and a set of tools for building
owners and users to facilitate the integration of energy efficiency in Corporate Real Estate
Management.
2.1 Starting points Until now, most public building
organisations don‟t pay much attention to
energy efficiency in real estate
management decision making. Inspections
and their technical information are not
integral executed and integrated in
maintenance or investment plans.
Although environmental awareness is more
and more a social and organizational item,
energy efficiency awareness for CREM
organizations is usually not a main
objective in decision-making.
One of the reasons is the lack of tools to
facilitate integral decision-making. An
integral approach and a connection
between integral inspections, technical
information, SHEEQ aspects (Safety,
Health, Energy, Environment and Quality)
and management information (like facility, financial and asset consideration) are necessary in
decision-making.
EPI-CREM provides in an approach and a set of tools for building owners and users to integrate
energy in decision making in Corporate Real Estate Management.
fig. 1 the functions in CREM-processes
page 7
2.2 Target groups 2.2.1 The primary target group for the EPI-CREM project consists of:
(Public) building owners and facility/maintenance managers who want to improve their
portfolio performance (on energetic, financial, social and qualitative aspects);
National authorities and policy makers concerning „energy in buildings‟, regional or local
authorities responsible for public buildings (municipalities, bodies of regional development
etc.);
The end-users of the EPI-CREM approach in the private sector (property management
consultants, tenants, engineers, assessors, trainers etc.).
2.2.2 The secondary target group consists of:
Practitioners active in the field of energy efficiency in buildings, maintenance management
and building surveys;
European level policy makers and final decision-makers, directly involved in the
implementation of the Energy Performance of Buildings Directive (EPBD).
2.3 Public Real Estate Management,
how it works
Public real estate management is organised differently in the countries and within the same country,
the way public real estate is managed could be different from one organisation to another.
2.3.1 Netherlands In the Netherlands, Real Estate Management on the field of Public buildings can be divided in three
levels; national, regional and local level. The working processes in Real Estate Management are not
stated in regulations; each organisation is free to organize the Real Estate processes on its own way.
However there are some basic themes and tasks which will have to be dealt with. The four main
functions of REM processes are embedded by most of the Real Estate departments in their way of
working, although not always explicit visible in their organisational structure. Portfolio management,
asset management, property and maintenance management and facility management have found
their place in many Real Estate Departments. Most Real Estate organizations have started with
Property and Maintenance management; then started with Facility Management. Portfolio
management and Asset management are management fields which have been introduced later or still
have to be implemented.
These management fields are based on the vision that Real Estate has a strategic position in an
organisation, and should contribute to the quality of primary processes and core business. On
national level this strategic way of thinking and acting with Real Estate is already common, on
regional and local level; it is not yet a current way of management of Real Estate, especially in
“medium” and smaller municipalities.
In the management of governmental, provincial, and municipal (public) real estate there are some
trends to recognize:
Increase in scale: merging municipalities; larger contracts with external contractors, for
longer periods
page 8
Increase in professionalism: strategic approach, more attention to portfolio and asset
management
Focussing on strategic and tactical aspects and managing in stead of execute tasks with own
staff;
Outsourcing of parts of Real Estate processes: operational Property and Maintenance
Management, sometimes parts of the Facility Management.
On local level is an increasing number of municipalities where Real Estate management is
centralized, with all buildings under responsibility of one department
2.3.2 France In France, the management of its real-estate park, the state stayed for a long time away from the
movement of modernization that knew private companies and certain foreign administrations.
There is in several ministries a structure situated in central level, dedicated to the real-estate
management of which competences vary strongly from a ministry to another.
Real estate management is mostly based on software of the market that is often adapted to the
needs of each ministry. In another hand each ministry try to build its political strategy based on
standard indicators such us occupation ratio, cost ratio, etc..
In the most advanced ministries, the real estate management includes asset management, property
management and facility management.
The financial management of huge maintenance is centralised in a few number of ministries however
the budget is not necessary centralised. Versus ministry of justice, the ministry of defence has
centralised the entire budget for „huge maintenance‟ except department of „gendarmerie‟.
In the ministries where the budget of huge maintenance is centralised, where the decisions are made
in central level, the budget is after transferred to operational units at local level for execution of
maintenance and its payment.
Several analyses shows that for a given ministry it‟s more important to better organise the diagnosis
of buildings, to enforce technical issues of maintenance and to allow decisions at local level than to
focus on centralisation of the maintenance and its means for the whole ministry. In another hand, it
was stated that a centralisation of real estate management, in particular huge maintenance for all
ministries isn‟t a good approach.
A part of a global decentralisation, two other kind of decentralisation exists:
Decentralisation (or deconcentrated) of complete services in the perimeter clearly defined by
certain equipments (examples the contracts of operation and maintenance of heating and air
conditioning incorporating the total guarantee of the material equipments and their renewal,
the said contracts P3.
Decentralisation (or deconcentrated) of partial services with fixed perimeter on the whole
site: in this case a private property management organisation is in charge of real estate
management. About renovation, it is advised that this private organisation acts in
representative and not in provider, its role is to suggest a program of renovation and execute
it, however, it‟s the owner who makes decisions and assumes responsibilities, who sign the
contracts with external body. For these reason, it is essential that the ministry maintains in
his services a minimum of technical skills.
Studies and missions were then launched at national level to analyse the financial and
technical issues about the organisation and the financing of the maintenance of the state
buildings.
At the conclusion of these missions, it appeared following points:
The real-estate management is in full reform
page 9
The expenses of big maintenance are difficult to determine due to the heterogeneousness of
the real estate property of the state and to the variety of organizations of real estate
management. It however appear that the organisation is in progress; in particular functions
such us asset management, property management and facility management are more and
more introduced.
According these decisions and these changes and also taking into account the actual context of
climate change and energy performance of buildings directive and other national laws, ministries and
local authorities are actually in phase of reflexions and organizations on the way to assume real-
estate management.
2.3.3 Austria In Austria, Real Estate Management on the field of Public buildings can be divided in two levels;
federal and regional levels.
All federally owned real estate properties were devolved into the property of the
Bundesimmobilienges.b.m.H (BIG). Approximately 65 historical buildings which are among Austria‟s
cultural heritage alternatively which have a great connection to the Republic of Austria were not
devolved. Those buildings are in care of the Burghauptmannschaft Österreich (BHÖ). The
Burghauptmannschaft Österreich is incumbent on the real estate management and on the
construction management of all real estates and buildings in Austria belonging to the Federal Ministry
of Economics and Labour´s range of resources.
The federal real estate association is responsible for the real estate management of the federation.
Administration, letting, utilization and maintenance of existing objects as well as the development of
new objects are part of the tasks of the real estate association. The real estate association is
organized as a private organization and is completely in the property of the Republic of Austria,
represented by the Federal Minister for economics and labour.
A big part of the building stock from the Burghauptmannschaft presents a limited usage because of
the special building construction (protection of historic buildings and monuments). Because of the
protection of historic buildings, it`s not possible to cultivate these buildings in form of usual current
real estate management.
The main business of the Burghauptmannschaft is Property Management, general support of building
and technical measures and special services such as fire protection. Further they are instructed to
manage cultural events.
On local level, tasks of city o vienna about construction and facility management are:
Administration and preservation of the urban official buildings including the termination and
dissolution of contracts in order to procure office space, supply of infrastructural services as
far as no other agency is responsible for it,
Required representation of the city Vienna in court, the urban yards of the parsonage
(Pfarrhof), fanes, accessible chapels and patronages (with exception of the fanes and chapels
in cemeteries, hospitals and nursing homes),
Other buildings as well as urban areas and/or buildings for which according to the distribution
of functions no closer content reference exists to the tasks of another agency and as far as
this is not assigned to other agencies,
As well as administration of restaurants and/or cabinets in traffic buildings.
Furthermore the building management assists other agencies at price evaluation of information
concerning the construction and building management.
page 10
Among the strategic and operational measures of the construction and building management are:
Establishment of new buildings and annexes
Performance of rebuilding
Structural alterations and abruptions
Execution of preservation measures
Co-operation at the creation of draft and execution plans
Furthermore planning, establishment, installation, management, preservation and expertise of:
Warmth-, cold-, ventilation-, climate-, machine-, sanitary-, electrical-, lightning protection-
and promote-technical equipments of all kind,
Alarm systems in agreement with the municipal department 68 according to the Viennese
disaster management law and crisis management law including performance of functional
test,
communication-engineering equipments of all kind such as wirings in objects, video
constructions, telecontrol systems, broadcasting equipments, power control units,
(Nebenuhrenanlagen), alarm systems, (Aufrufanlagen), access systems, public-address
systems, gate intercoms (Torsprechanlagen), antenna installations as well as other
communications-engineering equipments which exclusively serve special purposes.
Further services are: Performance of competitions and procedure for callings in expert opinion for construction
projects of municipal department according to the agreement with the municipal department
19,
Studies on planning of plants of the energy industry (including associated energy-saving,
energy-optimizing and environmental exculpatory measures),
Control of heating systems on their economy,
Co-operation with tariff affairs of the chimney sweepers,
Management of an on call service and of a service ministration in order to recover
interferences and emergencies on constructional and technical equipment to preserve
buildings and examination of electrical system,
Acquisition of the premises for purposes of the magistrate or for other facilities of the city
Vienna as far as this is not devolved to different agencies,
Technical expertise of private kindergartens, schools, hoards and institutes for youth welfare
service.
2.4 SHEEQ aspects Depending on the amount of stock, CREM-organizations have databases with property related
information. Relevant data for the possessed properties are costs and actual values (€) and the
remaining lifetime of the buildings and their installations. Mostly these data are collected by
inspections (at location) of the buildings and its installations.
This type of technical inspection gives insight in the technical condition of the building. Functionality,
planning, maintenance costs and components‟ replacement costs. With this information on building
and installations level it is possible to generate a long term investing and exploitation plan for a
building and its installations.
Due to organization type, policy or ambition, politics, legislation, questions of customers (facility
managers) knowledge and time, specific aspects became more important. One can think of aspects
such as:
Safety and Health,
Energy and Environment.
Quality,
page 11
These aspects are also known as SHEEQ-aspects (Safety, Health, Energy, Environment, and Quality).
Almost every EU member state has SHEEQ aspects in its building legislation.
These aspects are more considered in the CREM process on operational level. (Property &
Maintenance management) and in case of Facility Management. On strategic level (Portfolio
management) and tactical level (asset management), these aspects are used to a lesser or greater
extend for decision making.
To embed energy in the CREM process it is important for CREM organizations to consider energy
integrally with Quality and the other mentioned SHEEQ aspects.
2.5 EPI-CREM project results The EPI-CREM project results in the four specific results shown in the following image:
fig. 2 overview of EPI-CREM project results
2.5.1 These results are described as follows:
1. A concise overview of current public property management processes, highlighting
institutional barriers for energy saving and sustainable energy strategies. This overview
serves as the basis for developing the EPI-CREM embedding approach and tools;
2. The EPI-CREM embedding approach, where energy efficiency and rational use of energy
issues are embedded into public property management processes.
The EPI-CREM embedding approach provides in:
A general introduction to EPI-CREM and it‟s application
The EPI-CREM integrated Real Estate Management Approach that pays attention to the
preconditions for energy performance integration in CREM processes and provides practical
points of attention to integrate energy performance in different levels of CREM;
Basic requirements to design and engineer energy saving measures;
Some relevant points of attention concerning energy and tenancy agreements and the
introduction of energy in public procurement practices.
page 12
Building Component
System
Process
Function
Element
Building Component
System
Process
Function
Element
SEL Properties PIsSEL Properties PIs
The EPI-CREM method and tools
The EPI-CREM description of the method:
Describes the bases of the EPI-CREM method to integrate energy in CREM-decisions with
maintenance and condition assessment as a starting point;
Provides insight in the EPI-CREM system for data storage/model for storing building
information (as a basis for the Database Integrated Information System);
Provides insight in the basis/background for consideration and decision making within CREM
(as a basis for the Scenario Analyse Module);
The EPI-CREM software tool consists of a Database Integrated Information System and a Scenario
Analyse Module.
The Database Integrated Information System is based on a method for data storage of building
information that is derived form a Standard Element List (SEL) structure. Within this structure a
building or a building component is described by the hierarchy of System, Process, Function and
Element. On element level the database is designed to hold Performance Indicator (PI) information
about the specific elements.
This information can be added to the database based on the available building information from
multidisciplinary inspections, drawings etc.
fig. 3 standardization of technical and spatial elements together with there performance indices is necessary
In the Scenario Analysis Module the available building information in the Database is used to
integrate energy efficiency in decision making within real estate management with the assistance of
scenario‟s that present different management options and their pros and cons. This is done based on
risk management.
To facilitate the applicability of the software tool, a series of additional tools have been developed,
like the Data Acquisition and Quality Protocol, a set of Reference Descriptions and a Training
Program.
page 13
2.6 Practical information The EPI-CREM project team includes two Dutch partners, two Austrian partners and one French
partner:
The Dutch Ministry of Spatial Planning and the Environment in the Netherlands (VROM,
department Rijksgebouwendienst, as project coordinator);
The Dutch firm BuildDesk; consultancy in energy-efficiency and sustainability in building
environment;
The Austrian Energy Agency;
The regional Austrian agency Energie Bewusst Kärnten
And the French Centre Scientifique et Technique du Bâtiment
The EPI-CREM results will be disseminated in relevant networks and sectors like the public building
real estate sector, consultancies, architects, tenants, umbrella organisations, knowledge providers
and national authorities, with special attention to new European Member States.
page 14
3 Approach
3.1 Energy Performance integration in Corporate Real Estate Management processes
3.1.1 Real Estate Management processes The organization or real estate management is different for every organization, but the essential part
of it consists of a number of characteristics. In this project a distinction between 4 management
fields has been made for Real Estate Management:
Portfolio management;
Asset management;
Property & Maintenance management;
Facility management.
In each of these management fields several questions appear concerning the relation with energy
performance, such as:
Has energy saving a place in the strategic Real Estate policy, for example at the moment of
developing of hiring new buildings?
What are the financial structure and frameworks with respect to possible (extra) investments
on energy saving?
Are financial structures or mechanisms an obstacle to integration of energy measures in the
Real Estate management?
Is there financial space for investments; are there financing possibilities?
Is there any awareness and attention to energy saving at the level of the users of buildings?
Are there opportunities to match the energy topic to a direct importance for the primary
process? (for example comfort improvement, restriction of sickness absenteeism; better
indoor climate etc)
Have possibilities been explored for combination of different kind of measures (maintenance,
security, comfort etc.) and for the optimal moment, regarding risk management?
The conclusion is: the energy performance theme meets all processes in Real Estate
Management!
3.1.2 Integration of Energy performance in CREM Because the “Energy Performance” theme meets all processes in Real Estate Management it has to
be rooted firmly in all Real Estate processes. It is crucial that all stakeholders concerned with Real
Estate, “automatically” take energy performance into account in their activities in research,
inspection, consulting, decision-making and executive tasks.
The preceding text indicates that structural changes in organisations are necessary. Change in
thinking, attitude and acting to give energy performance a permanent position in real estate
processes.
Energy Performance Integration in Real Estate processes implies that in each of these processes it
has to be checked out what is necessary for sustainable, final change.
page 15
There are many techniques and methods available and suitable for realizing organisational changes.
Based on ready existing schemes for implementing final changes, the following model with 9
preconditions for final change is developed. The model exists of 3 main aspects: Willingness,
Capability and Action
fig. 4 9 preconditions for energy performance integration in CREM. These preconditions ar also fit for use for the
overall „SHEEQ‟ aspects
3.1.3 Pre-conditions for success Essential for this approach is that these preconditions work as a kind of chain. If one of the links is
missing, (in the case of no attention to one of the preconditions), there will be no sustainable
change, and no real integration of energy performance.
„Willingness‟ has to do with an open attitude to the theme energy performance. That means
at first recognizing that energy saving is possible. At second it means admitting that taking
energy-saving measures is desirable and necessary. Without “Willingness” there will be no
initiative.
„Capability‟ of carrying out energy-saving measures. Several company-internal aspects are
relevant here, such as staff capacity, company policy, policy objectives, but also knowledge
of energy saving practice and possible measures, insight in advantages and financial aspects
Without capability it is not possible to start actions
„Acting‟ is essential for realising plans. Without acting energy performance remains as
“wishful thinking”.
EIE/07/129/S12.467632 6
6
Sense of
Urgency
Shared
vision
Effective
proces-
management
Leadership
Support
stakeholders
Effective
Instructioncommuni-
cation
Effectivity;
Skills
Integrate in
Organisation
Performance
management
Sustainable
change
No action
No direction
No integral
approach
No example
Behaviour
No knowledge
No skills
No results
Final change
No continuity
+ + + + + + + =
=
=
=
=
=
=
=
=
=
Willingness Capability Action
Capacity
support
☺ ☺ ☺ ☺ ☺ ☺ ☺☺
+
No start
☺ ☺ ☺ ☺ ☺ ☺☺ ☺
☺ ☺ ☺ ☺ ☺ ☺☺ ☺
☺ ☺ ☺ ☺ ☺ ☺☺ ☺
☺ ☺ ☺ ☺ ☺ ☺☺ ☺
☺ ☺ ☺ ☺ ☺ ☺☺ ☺
☺ ☺ ☺ ☺ ☺ ☺ ☺☺
☺ ☺ ☺ ☺ ☺ ☺☺ ☺
☺ ☺ ☺ ☺ ☺ ☺☺ ☺
☺ ☺ ☺ ☺ ☺ ☺ ☺☺ ☺
--
--
--
--
--
--
--
--
--
9 preconditions for Energy Performance Integration in
CREM processes
page 16
These elements have a preconditioned relation to each other, but not necessarily in chronological
order. Willingness is a precondition for action; but for example a lack of capability could influence the
willingness.
Each of the 3 elements ‘willingness, capacity and acting’ is divided into 3 subthemes. Therefore 9
preconditions have to be dealt with for a sustainable integration of energy performance. In the next
scheme these have been worked out in terms of “what is necessary” for each precondition.
fig. 5 What is necessary to integrate Energy (SHEEQ) into CREM processes
3.1.4 Checklist for Energy Performance Integration in CREM Based on the principle of the 9 preconditions a series of checklists have been developed within the
EPI-CREM approach. These checklists provide in relevant points of attention for each of the four
management processes regarding the integration of energy in CREM. In the example of the checklist
below, relevant points are collected for the Portfolio Management process.
9 Preconditions for Energy Performance Integration in CREM processes
What is necessary ?
Sense of urgency / willingness for changePolitical / policy decision to take energy performance into account as
a permanent point of attention in all processes related to Corporate
Real Estate Management.
Shared vision on change and energy-
ambitions
Defining ambitions and goals; shared vision on how to aim for these
goals.
Leadership and support of stakeholders"Ambassadors" who show the vision; make others enthousiast; move
people to the required changes in attitude.
What is necessary ?
Effectivity of individuals and teamsSkills to work on common goals, from different disciplines and
interests.
Effective instruction and communicationKnowledge and information has to be available and accessible to
meet the ambition and targets.
Capacity and sufficient support and facilities Budgets have to be adjusted to changes in investment and exploiment
costs; staff and tools have to be available for implementation.
What is necessary ?
Effective implementation and process
management
Integration of energy performance in real estate management will not
be realised automatically; but has to be managed and facilitated.
Integration in tasks, functions, processesWorkprocesses, functions and responsibilities have to be designed to
guarantee the integration of energy performance.
Performance management; monitoringTools, methods; processes, for measuring and monitoring results; for
evaluation and adaptation
ca
pa
bil
ity
ac
tio
nw
illi
ng
ne
ss
page 17
fig. 6 Checklist Energy Performance in Portfolio Management
3.1.5 How to manage organisational change The “9 preconditions-model” shows that it is necessary to implement several changes in real estate
management organisations to realize a sustainable, final integration of the energy-theme.
An important question is how to initiate and manage this process of development and change: where
and how to start and with what kind of actions? Development of the integration of Energy
Performance can be started form two directions:
Development from working processes; “bottom-up” approach;
Development from “management” “top-down” approach.
Between these two principles, various mixes of both approaches are possible.
The start and initiative can be taken every where in an organisation. For guarantee on continuity in
most cases it is necessary to lift up on to management level.
To achieve sustainable integration of Energy Performance (with support from the organisation) a
combination of a top-down and bottom-up approach is most successful.
Top-down: for the overview of the process, for the connection with other interests and goals of the
organisation, and for necessary authority.
Bottom-up: for getting people involved and enthusiast, and for giving them opportunity to influence
the process and results by using their professional knowledge.
Once the initiative is there, organisational embedding can be facilitated by formulating concrete,
specific targets and (re)design the organisation to achieve these targets.
3.1.6 Implementing the EPI-CREM approach In the scheme below a step-by-step approach is shown for the Energy Performance integration in
Real Estate management processes. By following these steps each of the 9 preconditions is taken into
account. The steps in the oval field in the top of the scheme concern the organisational integration of
energy. Below this field three steps are shown that are taken with the use of the EPI-CREM method
and software tool which practically facilitates the integration of energy efficiency in real estate
management (data-collection and input of building data in the software, output: scenarios for
Process Portfolio ManagementProcess elements / Activities Check What is necessary? What do we need? instrument / tool / approach
In general: check on the 9 preconditions for integration of
energy performance
Policy decision to take energy performance
into account as a permanent point of attention
in all processes related to Portfolio
Management.
Policy document; Letter of intent Check on the
9 preconditions; use and/or adapt the mentioned
tools
strategic real estate policy
Is energy performance one of the criteria in decisions in
strategic real estate policy?
Policy to let the real estate stock and
particular buildings meet to a certain energy
performance quality
Explicite targets for Energy Performance; multi-
annual plan; budgetplan
Is energy performance a criterium in the process of buying
or developing real estate?
Policy to obtain new real estate in stock with a
certain energy performance quality; or with
the possibility to meet energy performance
requirements after acquisition of the real
estate. In combination with decision to realize
the required energy performance.
Requirements for Energy Performance in the
case of developping of buying real estate; part
of Program of Demands. Model for
consideration measures and investments in the
case of upgrading real estate
Is energy performance a criterium in the process of selling,
or demolishing real estate?
Policy in relation to the energy performance of
real estate which will be demolished or sold.
Consideration to let buildings with a minimum
energy performance to the market, or take the
responsibility to renovate.
Consider of minimal energy performance /
quality in the case of selling real estate (with the
purpose of continuing use of the building)
page 18
improving the building quality and energy efficiency). In the bottom section of the scheme the
integration of energy efficiency in Real Estate Management is related to the four defined
management fields (portfolio management, asset management, property & maintenance
management and asset management).
fig. 7 processes and function witch are necessary and can infuence implementing Energy (SHEEQ) into CREM
organisations
3.1.7 The EPI-CREM project results The EPI-CREM method and software tool and the EPI-CREM Energy Embedding Approach are
complementary to each other and together facilitate the integration of energy efficiency in Corporate
Real Estate Management. For more details about the EPI-CREM method and software tool, please
also see the brochure about the method and software tool.
See the introductory brochure for an overview of all EPI-CREM project results. The full EPI-CREM
project results are available on the project website.
Letter of Intent
Vision / ambition
Plan of Action
Plan / Resources
Monitoring/Evaluation
Training program Info managementRedesign processes
Data-collecting
Input EPI-CREM
Software
Facility ManagementTenancy
Agreements
Portfolio
ManagementBuying / selling /
redevelopment
Property &
Maintenance
ManagementMulti-annual plan
Execute technical projects
Asset
ManagementFinancial management
Investments in upgrading
Adjust
CREM Processes:
•Decision making
•Working out
•Execute
projects
output software:
Scenario’s
Lead
ersh
ip
> Support
page 19
4 Method
4.1 Facilitating Energy Performance Integration
in CREM
Until now, most public building organisations don‟t pay much attention to energy efficiency in real
estate management decision making. Inspections and their technical information are not integral
executed and integrated in maintenance or investment plans. Although environmental awareness is
more and more a social and organizational item, energy efficiency awareness for CREM organizations
is usually not a main objective in decision-making.
One of the reasons is the lack of tools to facilitate integral decision-making. An integral approach and
a connection between integral inspections, technical information, SHEEQ aspects (Safety, Health,
Energy, Environment and Quality) and management information (like facility, financial and asset
consideration) are necessary in decision-making.
EPI-CREM provides in an approach and a set of tools for building owners and users to integrate
energy in decision making in Corporate Real Estate Management. In this brochure, the EPI-CREM
method is presented, which forms the basis for the EPI-CREM software tool.
4.2 The EPI-CREM method in detail
4.2.1 Maintenance and the connection to energy Due to rising energy prices, climate change, energy dependence and increasing shortage of fossil
fuels, energy is high on the political and social agenda. Drastic energy savings and reorientation on
sustainable energy sources are major challenges we face these days. This applies especially for Public
CREM organizations, because they have a social responsibility. Tenants (end users) and real estate
owners have to deal with the impact of the energy efficiency questions that society has to react to.
Therefore, energy should be integrated in CREM and be specifically linked to maintenance since,
besides major renovation activities, regular maintenance measures that are executed provide
opportunities to improve energy efficiency of building elements and therefore of buildings as a whole.
For this reason the EPI-CREM method to integrate energy in CREM has maintenance as a starting
point.
4.2.2 Inspections and technical building information CREM decisions with regard to maintenance are often taken based on technical information
concerning the state of the building, in combination with the CREM strategy and policy targets.
However, at the moment (public) CREM organizations work sub-optimal in a lot of European Member
States. Inspections and their technical information are not executed in an integral way, and not
integrated into maintenance exploration or investment plans, either. So an overall integral approach
and a connection between integral inspections, technical information, SHEEQ aspects consideration
and decision making (on technical, facility, financial and asset aspects) does not exist, but is
necessary. The EPI-CREM approach provides support for an integral approach by making it possible
to collect inspection data from different inspections (on building element level) in one system to
page 20
make this data integrally available for building management purposes and by this means to integrate
energy efficiency in CREM decisions. It also provides a good starting point for multidisciplinary
inspections.
fig. 8 from sub-optimal inspection data to multidisciplinary and integral information
4.2.3 Integral building information and data storage Many systems or processes for energy efficiency “programs” start TOP DOWN. Building and
installations are classified on the highest level. There is no hierarchy and separation in systems,
processes, functions and elements.
To embed SHEEQ-aspects, and especially energy, into a CREM organization, a functional hierarchy
and classification of the elements is needed. Therefore we should start BOTTOM UP, working our way
from element level to building level. This way inspection information on element level can be the
starting point for decisions in maintenance and real estate management.
Energy
Maintenance
Installations
Fire
From Sub optimal
Inspections and
information
To
multidisciplinairy
inspections and
integral
information/data
Fire
Portfolio
management
Long Term
Maintenance Plan
Energy
Performance
Building
Directive
inspection
Energy/installation
monitoring
Energy
Service
Directive
Legislation
and regulations
Electrical safety
Energy
Maintenance
Installations
Fire
From Sub optimal
Inspections and
information
To
multidisciplinairy
inspections and
integral
information/data
Energy
Maintenance
Installations
Fire
EnergyEnergy
MaintenanceMaintenance
InstallationsInstallations
FireFire
From Sub optimal
Inspections and
information
To
multidisciplinairy
inspections and
integral
information/data
FireFire
Portfolio
management
Portfolio
management
Long Term
Maintenance Plan
Long Term
Maintenance Plan
Energy
Performance
Building
Directive
inspection
Energy
Performance
Building
Directive
inspection
Energy/installation
monitoring
Energy/installation
monitoring
Energy
Service
Directive
Energy
Service
Directive
Legislation
and regulations
Legislation
and regulations
Electrical safetyElectrical safety
page 21
fig. 9 functional decomposition with IDEF- 0 technology is necessary to develop software
To connect inspections and technical building information to each other there‟s a need for
standardised, interchangeable and mutual comparable elements. The Database Integrated
Information System (part of the EPI-CREM software tool) is based on a method for data storage of
building information that is derived form a Standard Element List (SEL) structure. Within this
structure a building or a building component is described by the hierarchy of System, Process,
Function and Element. On element level the database is designed to hold Performance Indicator (PI)
information about the (functioning of) specific elements. This information can be added to the
database based on the available building information from (multidisciplinary) inspections, drawings
etc.
In the Database Integrated Information System a description of the building is made. All possible
building elements are listed in a Standard Element List (SEL), which is the basis for the “digital
footprint” of the actual building in the Building Element List (BEL). In this BEL, all elements of a
building are described, with their performance indicators. This information can be used to base CREM
decisions on.
page 22
fig. 10 All possible building elements are listed in a Standard Element List (SEL), which is the basis for the “digital
footprint” of the actual building in the Building Element List (BEL).
4.2.4 Condition and energy classification To make accurate decisions in CREM, it is important to property managers that they obtain reliable,
objectively collected data on the maintenance situation of those building and system components
that are most important for specifying maintenance actions and costs. To this end, inspectors that
collect information about the state of a building should have a common frame of reference available
when describing and specifying the maintenance situation. The EPI-CREM method provides in an
objective description of the condition of building elements and the building as a whole by means of
classification of elements on condition and energy efficiency.
Within the classification system, an element is classified on a scale of 1 to 6. The scales represent the
following classification on condition and energy:
Classification 1 = excellent
Classification 2 = good
Classification 3 = reasonable
Classification 4 = mediocre
Classification 5 = bad
Classification 6 = very bad
Based on the available performance information from inspections and documents the elements are
classified on condition and energy. The basis for the classification method on maintenance/condition
is the Dutch NEN 2767, which has been in practice in the Netherlands for many years. In this system
the condition of elements is classified based on actual inspection results from maintenance
inspections. A series of reference descriptions is provided for, which help to determine the
classification of an element based on inspection. However, not in all European countries maintenance
inspections like the Dutch example are common practice. When detailed maintenance inspection
results are not available, the EPI-CREM method provides in an alternative by means of a theoretical
classification based on length of life of elements by which the condition of an element can be
estimated.
For energy classification, within the EPI-CREM method a classification method has been developed
that is derived from the method for condition classification. This is a new method, based on „energy
page 23
rules‟ which indicate a certain level of energy efficiency that corresponds to an energy classification
level for a specific element.
fig. 11 a little part of the Energy classification table foor facade, floor and roof insulation
4.2.5 Applicability of the classification method The classification method for condition and energy which has in basis been made applicable for
different European Member States is a very interesting result of the EPI-CREM project. The
classification method has been very positively received in the partner countries France and Austria,
as a new and particularly useful method, and in the Netherlands as a further development of the
existing condition classification method which has been extended with an energy classification
method. In all three Members States this system will surely find continuation within Corporate Real
Estate Management practices.
4.2.6 From classification to measure After the classification on element level, the EPI-CREM method and software tool is designed to
„propagate‟ the classification on condition and energy and the cost information concerning the
„replacement value‟ of elements to a higher level. This way performance and cost information
becomes available on a higher level (on function, process, system or entire building level) to base
decisions in real estate management on.
Based on the available information on the different levels that has been entered in the database
system, the EPI-CREM software can generate a list of possible measures/recommended actions to
take with corresponding costs to improve the condition and/or the energy efficiency of specific
building parts.
If statement Then statement
Rc >= 4,0 energy classification = 1
4,0 > Rc >= 3,0 energy classification = 2
3,0 > Rc >= 2,0 energy classification = 3
2,0 > Rc >= 1,0 energy classification = 4
1,0 > Rc > 0,0 energy classification = 5
Rc = 0,0 energy classification = 6
page 24
fig. 12 actions for repairs and replacements
4.2.7 Risk analyses (Scenario analysis and decision making) Based on the list of possible measures that can be implemented, the software is able to generate
scenarios of logical and interesting combinations of measures to take. This takes place in the
Scenario Analysis Module part of the software tool.
In this phase the available building information with condition and energy classification in the
Database can be used to „integrate energy efficiency in decision making‟ within real estate
management with the assistance of generated scenario‟s that present different management options
and their pros and cons. This is done based on risk management and the consideration of CREM
specific policy targets. Whereas the data specification and performance classification phases require
technical information, eventual decision-taking on energy-saving and performance measures is
performed while considering strategic aspects beyond technical aspects.
Throughout the process, „energy and maintenance experts‟ play a key role. At first on an operational
level in the phase of inspection and the entering of building data in the data specification and
classification phases, and later more strategic in the scenario analysing and implementation phase in
selecting the best scenarios for implementation.
The actions, as recommended in the previous phase, are created by the inspectors with technical
concerns. However, investments in buildings and their systems usually also depend on non-technical
aspects such as legislations, geographical location, ground prices, budget constraints, image and any
possible monumental value, energy use, fire safety, and considerations that are of importance to the
portfolio management. Investments in day-to-day and long-term maintenance plans need to be
carefully considered. Decisions may be taken differently per consideration and should be able to be
weighed against each other. Therefore, while some of these actions are accepted and realized in the
end, some have to be postponed or completely disregarded. Postponement of a proposed action
brings along risks with it. Consider an elevator that has a postponed maintenance action, bearing
risks of occupant safety in case of an accident. In order to evaluate the risks related to each action,
the inspector needs to use the aspect priority matrix (see below) for risk assessment.
page 25
fig. 13 example of risk assessment. We want to know what to avoidcontrol, accept and transfer
EPI-CREM risk aspect priority adopts the general formulation of a risk, which is equally affected by
the probability of an event (the rows in the table) against the consequence -or impact- of that event
taking place (the columns in the table). EPI-CREM distinguishes five possible risk issues (safety,
health, environment, energy, quality), as discussed in the SHEEQ aspects. Each issue contributes to
the overall risk proportional to the impact criteria that is determined by the portfolio manager. As
such, the technical element classification from the bottom-up and actions meet the CREM
considerations from top-to-bottom. The higher the resulting risk, the higher the action will be
prioritized in the next step.
Scenario generator: The final stage of the EPI-CREM process, the data analysis phase, aims to
highlight useful inspection data, suggest conclusions in support of strategic decision-making.
Whereas the list of actions and the risk of each action take place on the operational level of EPI-
CREM processes, the long-term vision and priorities on the strategic level have a strong influence on
the technical short- and mid-term decision taken. The SHEEQ dashboard, as a representation of the
CREM considerations, is the driving force between scenario generation. Scenario generation is a
deterministic process, meaning it produces the same output for a given starting SHEEQ condition.
page 26
fig. 14 In the scenario generator it‟s possible to shuffle with the SHEEQ aspects and build different scenario‟s
There is smart decision-making support that the CLIP system lends to the user, in such areas as:
An element can have at most three actions; repair, maintenance replace and energy replace.
However committing to more than one action is not possible, as replacing an element renders
unnecessary and maintenance actions.
If both a maintenance repair and maintenance replace action is recommented by the
inspector for one element, the scenario generator will calculate the total cost of each action.
If maintenance repair costs is close to or exceed the costs of a total replace action, then the
system always prioritizes the replace action. Similarly for energy replace, if the financial
consequence is similar, an energy improvement should always precede a maintenance
improvement.
4.2.8 Organizational integration of energy in CREM Based on the output of the EPI-CREM software, which indicates possible scenarios for improvement of
the building quality and energy efficiency, maintenance activities can be performed simultaneously
with energy saving measures.
The integration of energy in Corporate Real Estate Management however, is not only facilitated with
the EPI-CREM method and software, but also with an organizational approach: the EPI-CREM Energy
Embedding Approach. This approach assists building managers to integrate energy in CREM by
specifying organizational pre-conditions. For more information, see the brochure about the EPI-CREM
Energy Embedding Approach.
See the introductory brochure for an overview of all EPI-CREM project results. The full EPI-CREM
project results are available on the project website.
page 27
5 Results and Recommendations
5.1 Results
5.1.1 Public Real Estate Management: the definition The definition of Public real estate management is the management of a government‟s real estate
portfolio by aligning the portfolio and services to:
The needs of the users
The financial policy set by treasury
The political goals that government wants to achieve
Public real estate management is closely related to corporate real estate management (CREM). In
theory, public real estate management incorporates the same disciplines as corporate real estate
management: general management, asset management, facility management and cost control.
Unfortunately, the theories, opinions and experiences described in corporate real estate literature are
not always applicable to a public setting for the following main reasons:
Business (CREM) Government (PREM)
Leaders are driven by the profit
motive
Leaders are driven by desire to
get re –elected
Money from customers Money from tax-payers
Competition Monopolies
fig. 15 CREM versus PREM
Influence of political steering and governance within public organisations
The number of external stakeholders is important in public organisations, so the boundaries of the
playing field in which real estate manager has to operate become unclear and more difficult to handle
than in the private sector.
The Real Estate Management process is occupied with 4 specialized management fields on three
organizational levels, known as:
Facility Management (tactical level)
Portfolio Management (strategically level)
Asset Management (tactical level) and
Property & Maintenance Management (operational level)
page 28
fig. 16 The four organisational functions in CREM with influencing environment
These management fields and organisational levels are related to each other.
5.1.2 EPI-CREM strategies The defined strategies are connected to approaches and facilitating tools for embedding energy
saving measures within real estate management processes. Each strategy is described to weigh up
the pros and cons and the best generic strategy is elaborated on.
The result is a description of a series of generally applicable strategies and facilitating tools
supplemented with some basic conditions for the integration of energy in CREM . The strategies are
elaborated on with regard to the following levels of real estate management: portfolio management,
asset management, facility management and property & maintenance management. To develop
usable tools for CREM organizations it is necessary to know the basic theoretical strategies and
tactics of CREM-organizations. As a starting point there are strategies on a general level, which are
relevant for all of the four management fields, for instance:
Develop and increase awareness and a sense of urgency with regard to energy saving
Develop and increase knowledge and experience to create an overview of possibilities and
opportunities.
Also included are examples of connected strategies in a CREM-organization on the different
management levels. These examples are elaborated on with long-, mid- and short-term measures
that can be deployed to execute a strategy in practice.
5.1.3 Reference manuals For educational purpose technical description of the disciplines Building construction, electrotechnical,
HVAC and transport are made. These descriptions are available on the EPI-CREM website www.epi-
crem.org and on CD-ROM
page 29
5.1.4 Conclusion Real estate of the state is one of the building stock for which potential of energy saving is important
because the importance of this building stock and the use of energy in these buildings.
Two main specificities make the real estate management for these buildings difficult:
Building stock is not homogeneous because it composed of different buildings type : offices
buildings for administration, residential buildings, technical premises , specific premises such
us museums for example, educational buildings, prisons, etc…In France for example the part
of offices buildings is around 23%,
Public buildings very often have a symbolic meaning and could serve purposes quite distinct
from their meaning as a workplace. The public real estate manager has to consider political
goals and policies,
Public real estate managers have to deal with many more external stakeholders than their
colleagues in the private sector.
Real estate management is in progress in most countries, it has changed over the years and the
actual context of climate change is now accelerating the dynamic of improvement.
Public real estate is managed differently in France, Netherlands and Austria. However in the specific
management schemes each country deals with the same issues and the four main functions of real
estate process: portfolio management, asset management, property management and facilities
managements.
Many obstacles exist on the integration of energy on the CREM process. There is however an
opportunity to embed energy in the CREM process by using an integral approach which consists to
integrate energy issue with SHEEQ aspects: Safety & Health, Energy & Environment and Quality.
5.2 Recommendations
5.2.1 Recommendations of the software tool The CLIP software and EPI-CREM methodology should be further developed because using the clip-
software was not very effective and efficient in every case..
Due to the limited time frame of the EPI-CREM project, the software was still a proto version when
being applied in the pilot projects. Working with the method and software for the first time has been
very time consuming. So at this stage of development intensive practical training is absolutely
necessary for all users of the EPI-CREM approach.
When working with the clip software it turned out, that the energy certificate is very useful in the
evaluation phase because it gives a good overview of the building and detailed information of the
thermal building envelope and the relevant building services (HVAC-systems) including the lightning
elements.
The CLIP software and EPI-CREM methodology is very fit for use for RgdBOEI® and other inspections
such as commissioning, data matrixes and/or RFID‟s. Also the energy classification table is fit for use
for sustainable purchasing. (RgdBOEI® is a further development of EPI-CREM in the Netherlands and
is about Integrated inspections and advise with aspect as Fire, Maintenance, Energy and insight in
legislation. RgdBOEI® is fit for use in daily and long term maintenance planning and performance and
full-service contracting)
The recommendations from developing and working with the software are summarized in the fol-
lowing points:
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Extending the software tool with help functions (intelligent manual), database on energy
measures, costs and pay-back periods would give a large improvement on efficient working
with the tool.
Some points of the methods, specially the method on condition classification based on
Technical Life Cycle, equalization methods and risk management need to be strengthened.
It is necessary to develop a specific training program for software use and practical use of
EPI CREM method.
The software report has to be designed especially for documentation and it should be easily
understandable for the clients.
page 31
6 Experiences and evaluation
6.1 Pilot projects The pilot buildings vary in size between 581 m² and 17.544 m² and represent a mix of office and
educational buildings, hotel, train stations and a museum. Most of the buildings have been
constructed before 1985 but there where also some newer buildings being erected within the last 15
years.
The goal for the execution of the pilot projects was to test and evaluate the EPI-CREM approach and
tools. Based on the outcome and recommendations from the pilot studies, the EPI-CREM project
results have been reviewed. In practice the whole „EPI-CREM‟ approach was carried out during the
pilot project performance, starting with the training of the assessors/building management advisors
who execute the pilot projects according to the training program, and actually using the EPI-CREM
Embedding Approach and the facilitating tools in practice within the Real Estate Management of the
participating buildings
6.1.1 Experiences from the pilot projects There was a variety in the approach and organisation of the pilots in the different countries. Due to
the national situations partners were interested in and focussed on different parts of the EPI-CREM
project. The experiences and recommendations resulting from the pilots executions are summarized
in the following points:
The development of an energy-quality classification is a strong instrument to compare energy
with maintenance aspects and investments.
The classification of elements is a key point of EPI CREM method. It‟s one of the bases of the risk
management method, so it‟s very important that the classification of condition as well as energy
classification were made in a strong way. In consequence, the inspectors and the staff of
maintenance need a strong training on this method.
It is worth looking at a building from a wide perspective including the aspects as the EPI-CREM
approach does. The check of the 9 preconditions regarding willingness, capability and action
helps a lot while interviewing the building owner because it covers a lot of eventually important
aspects when working with the software results later on.
Each organisation will have to analyse the benefit of such a method in regard of its cost, the
requested human and financial resources for its application.
Working with the method and software for the first time confirmed that a proper training for all
users as well as a manual in combination with help functions is essential. The tool requires an
investment in time for using it the first time, but after that a routine is quickly developed.
The software tool turned out to be a useful and potentially mighty real estate management tool
with a strong focus on energy performance.
It is recommendable to integrate the software tool with - already existing - software tools on
building management/ maintenance planning.
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7 Related projects
EPI-CREM is related to a variety of EU and National projects
EU :
Recast EPBD. A≥500[m2], changes in article 8 and 9 on level of maintenance
EPA-NR
Certificating programs as LEED and BREAM
The Dutch NEN2767 condition assessment will be a EU norm
Netherlands :
Further development of the condition assessment for infrastructural assessments
Further development of the NTA 8026 Functional Quality assessment
Further development of Greencalc+ for existing buildings
Also in the Netherlands we started a program to find out the different Mean Time To
Failures of building HVAC and electro technical elements also according to the ISO15686
Further development of Life Cycle management
There is a Rijksgebouwendienst research program together with van de Gein Partners to
look if data tagging is fit for use in Real Estate processes. The first evaluation is very
positive. In this programm EPI-CREM software is further developed
fig. 17 data tagging with active and passive RFID’s can help with daily maintenance and long term inspection and planning.
page 33
Also in the Netherlands we are busy with priorities in building legislation in existing
buildings.
Educational and certification programs for integral CREM inspector and advisor in real
estate management together with Hogeschool Utrecht en Haagse Hogeschool
page 34
Conclusions
Real estate of the state is one of the building stock for which the potential of energy saving is important, because of the importance of this building stock and its energy use. Two main characteristics make the real estate management for these buildings difficult:
Building stock is not homogeneous because it composes of different building types: offices,
residential buildings, technical premises, specific premises such as museums, educational buildings, prisons.
Public buildings very often have a symbolic meaning and could serve purposes quite distinct from their meaning as a workplace.
Public real estate managers have to deal with many more external stakeholders than their colleagues in the private sector.
Public real estate is managed differently in France, Netherlands and Austria. However, in the specific management schemes, each country deals with the same issues and the four main functions of real
estate process: portfolio management, asset management, property management and facilities management.
Many obstacles exist on the integration of energy on the CREM process. However, there is an opportunity to embed energy in the CREM process by using an integral approach to integrate energy
issue with SHEEQ aspects: Safety & Health, Energy & Environment and Quality.
The strategies that have been elaborated within the project can contribute to the integration of energy performance in real estate management processes. Some of these strategies are useful in all
of the four management fields (portfolio management, asset management, facility management and property & maintenance management) while others focus on specific processes within one of these management fields. Not all of these strategies have been developed further in the EPI-CREM project; some of them are beyond the scope of the EPI-CREM project. Within the EPI-CREM project, the most useful selection of strategies are successful and feasible to embed energy issues in CREM-processes.
Starting points in this consideration are: Maximum connection to day-to-day practices of real estate managers; applicable as a common, basic strategy and method in the EU-countries; not specifically determined to the situation in one country;
Bearing in mind these points of attention the conclusion is to focus on the following strategies:
A strategy on a general organizational level
Integration of energy performance into real estate management processes by paying attention to the energy performance theme and giving it a specific place in all real estate management processes, from strategic/policy level to tactical and operational levels. In the EPI-CREM project the following tool is developed: the guidance book, the EPI-CREM Reference Manual. This describes the EPI-CREM embedding approach for the integration of energy performance aspects into (public) corporate real estate management planning processes.
A strategy on integration by increasing efficiency and quality in multi-disciplinary data collection
This strategy concerns integrated risk management, consideration and decision-making tools and leads to tools which can be used as technical consideration in property & maintenance management, but which also have an impact on the quality of decision-making (on facility, political and
environmental level) in portfolio management, asset management and facility management.
page 35
In the EPI-CREM project this has lead to the development of the following tools: Database Integrated Information System; including Data Acquisition and Quality Control
Protocol; Scenario Analyze Module, based on the database to facilitate negotiations between client/user
and owner, for integral planning of the energy saving measures in relation with other building modifications;
Practical Training Program for assessors.
The results of the national state of the art concerning real estate management and the strategies
formed the basis for the development of a practical “fit for use” approaches with special attention
afforded to: Tenancy agreement. Integrated Data Acquisition and Quality protocol. Integrated real estate management approach facilitated by data handling and scenario
analyses with practical solutions to fit the energy issue into maintenance and renovation projects.
Implementation (inspection and quality) Protocol, a basis for the field surveys Requirements to design and engineering energy saving measures. Recommendations of introducing energy services in energy efficient public procurement
practices. Detailed requirements for facilitating tools; functional design of the Database Integrated
Information System incl. scenario analyse module.
The EPI-CREM project provides in an approach and a set of tools for building owners and users to integrate energy in decision making in Corporate Real Estate Management. The EPI-CREM approach
and the tools have been tested in a series of pilot projects performed within actual buildings. There was a variety in the approach and organisation of the pilots in the different countries. Due to the national situations partners were interested in and focussed on different parts of the EPI-CREM project.
page 36
Project Partners
Project Co-ordinator:
The Ministry of VROM, Rijksgebouwendienst, The Netherlands
BuildDesk, The Netherlands
Austrian Energy Agency, Austria
energie:bewusst Kärnten, Austria
Centre Scientifique et Technique du Bâtiment, France
page 37
