Community Research and Development Information Service - CORDIS

H2020

OrbEEt Report Summary

Project ID: 649753
Funded under: H2020-EU.3.3.1.

Periodic Reporting for period 1 - OrbEEt (ORganizational Behaviour improvement for Energy Efficient adminisTrative public offices)

Reporting period: 2015-03-01 to 2016-08-31

Summary of the context and overall objectives of the project

Most of the energy usage and consumption in public buildings, along all life-cycle stages, occurs during their operational phase accounting for 80% of overall consumption (UNEP-SBCI) (Kamat, Menassa, & Lee, 2013). Within this percentage, at least 70% is caused by the occupants’ behaviour and real-time control decisions, also within the context of business operations executed in the building (accounting for more than 30%) (Deveau).
Business operations (process organization and management) are an inseparable part of overall business services, as well as overall enterprise energy consumption. Various interrelated spatio-temporal factors define and strongly affect enterprise performance, i.e. enterprise assets, business processes, building structural elements, climatic conditions, occupancy patterns. Multiple levels of information regarding building components (architectural, electrical and mechanical), environmental conditions (outdoor and indoor) and occupant behaviour patterns mostly driven by everyday business processes (schedules, loads, specific business episodes related to occupancy patterns and building operations) are considered necessary for effective and efficient modelling of building energy performance.
Occupant behaviour is a significant determinant of building energy use (Hong & Lin, 2013) either directly or indirectly by opening/closing windows, turning on/off or dimming lights, turning on/off office equipment, turning on/off heating, ventilation, and air-conditioning (HVAC) systems, and setting indoor thermal, acoustic, and visual comfort controls.
Based on Eurostat data, the average energy consumption in the non-residential sector is estimated to be at least 40% larger than that of the residential sector. Within the non-residential sector, variations are expected due to varying geography or building type (offices, educational buildings, hospitals, hotel & restaurants, or sports facilities). Hospitals are, on average, at the top of the scale with continuous occupancy and high-energy intensity levels. Offices (including public administrative office buildings) represent more than 25% of energy use, thus holding increased potential for energy savings (up to 30% using strategies).
ORBEET is the answer to the challenges and factors that hinder the capabilities of current energy performance and efficiency triggering frameworks. ORBEET energy efficiency will be achieved through progressive improvement of organizational efficiency, while energy performance will be optimally balanced with business performance and occupant preferences.
Leveraging existing standards and methods of Building Operational Rating (OR) to deliver a mechanism for real-time extraction and calculation of detailed, fine-grained, dynamic parameters and subsequently provide continuous feedback on the present value estimation of the Building Operational Rating. More specifically, the OrbEEt framework will continuously capture and analyse real time building information from low-cost, off-the-shelf non-intrusive sensors and convert this into meaningful real-time energy rating information (real-time Display Energy Certificates).
Aligning the building energy data with organization operational activities allows for a more systemic and holistic view over the organizational energy performance. Buildings will be treated as hosts of occupants and activities rather than passive structures. Consequently, operational ratings will be calculated at the level of business processes and organizational units establishing direct accountability of the latter to the overall organization energy performance. This will be achieved through enhanced Display Energy Certificates.
The establishment and availability of enhanced DECs facilitates the design and implementation of comprehensive behavioural change strategies that touch upon both intrinsic and extrinsic human motivators.

Work performed from the beginning of the project to the end of the period covered by the report and main results achieved so far

The work related to the definition of the requirements from the end-users and business, along with the set of specifications to be implemented in the design of the technology and organization behavioural change frameworks (WP1) has been completed and finalized.
(1) Establishment and documentation of the requirements stemming from the end-users as behavioural actors and taking into account, as well, the perspective of institutional/commercial customers.
(2) Definition of the detailed specifications for the Enhanced Operational Rating models and the Organization Behavioural Change Framework.
(3) Definition of the specifications and design of the Technological Framework to support the generation of the Enhanced OR & behavioural Chance Framework.

With regard to the work performed related to the initial pilot auditing and operational rating, as well as the organization modelling (WP2).
(1) Understanding and comprehensive documentation of the pilot site building and organization characteristics.
(2) Full pilot Validation and Equipment installation plan

The work performed in relation to the setup of the pilot, the configuration of the sensors, and the end-user interfaces (WP3) is almost completed.
(1) The development of the ambient end-user interfaces & gamification services.
(2) The development of the organization analytic & enhanced OR services.

In the first period the pilot roll out and validation strategies has been started (WP4).
(1) Definition of the pilot coordination strategy and the operation planning.

In terms of dissemination and future exploitation of OrbEEt results (WP5) the work focussed maily in the dissemination area since the main exploitation activities are scheduled for the second part of the project.
(1) Development of two versions of the dissemination and communication plan and material.
(2) Preparation and submission of the annual dissemination communication activities report.
(3) Preparation and submission of the data management plan.

With regard to the overall project management activities (WP6), along with the continue review of the progress of the project.
(1) Establishment of the Project Management, Quality Assurance and Control plan.
(2) Development of the Risk Management and Contingency Plan
(3) Definition of the Internal project R&C reports

Progress beyond the state of the art and expected potential impact (including the socio-economic impact and the wider societal implications of the project so far)

In the project the major progress in the modelling domain has been in the area of the application of Hybrid Method Engineering. Enterprise (Energy-Related) Behavioural Modelling viewpoints are identified according their domain, the level of technical granularity, the degree of formalisation, and cultural aspects of relevant community, towards the definition of skeleton activity profile models (energy related) that will utilize conceptual and technical results from ComVantage and BIVEE, further elaborate and adapt them to the needs of the OrbEEt Automated Operational Rating Framework.
So far the expected potential impacts in terms of socio-economic and wider societal implications are: (1) Obtaining several project products; (2) Energy savings; (3) Engagement of end users at pilot sites.
OrbEEt is expected to achieve energy savings at the range of 20% in a moderate scenario leading to extremely attractive payback periods of 2 years.
The project engages at the pilot sites more than60 regular employees along with more than 500 building visitors per day.
During the second stage of the project these impacts will be measured and analysed further within the framework of the exploitation activities and business planning starting in M22 of the project.

Related information

Record Number: 194903 / Last updated on: 2017-02-16
Follow us on: RSS Facebook Twitter YouTube Managed by the EU Publications Office Top