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How Resero and EDGE APM software help drive the energy transition in the built environment

Thu, 12 Feb 2026 09:42:42 GMT

The world is undergoing a significant energy transition, often considered the third or fourth major shift in human history. This transition is defined by the strategic drivers known as "The 4Ds": Decarbonisation, Digitalisation, Decentralisation, and Democratisation. These drivers are pushing for greater electrification and a concerted effort towards decarbonisation. "The 4Ds" form the foundational themes that shape innovation and structure Resero's service lines.

For commercial buildings, which are significant energy consumers and carbon emitters, this transition is about safeguarding asset value and responding to a complex mix of pressures. Occupant expectations for comfort, investor and financiers’ demands for sustainable portfolios, rising energy costs, and the risk of obsolescence all make proactive energy management essential. Resero helps organisations navigate these challenges by bridging the gap between long-term sustainability ambitions and practical engineering solutions, delivering actionable strategies that balance environmental goals with operational and financial realities.

A key part of this approach, which we outline below, is Resero’s in-house software solution, EDGE APM . As an official EDGE APM Solutions Provider, Resero leverages this platform to combine deep engineering expertise with digital innovation, enabling real estate investors and asset managers to implement data-driven, future-fit strategies across their building portfolios.

Decarbonisation

Resero's pathway to net-zero buildings

Decarbonisation remains a central focus, but the path to net-zero is continually evolving and needs to be coupled with pragmatic, grounded engineering solutions and insights. Resero’s engineering teams use dynamic simulation models and EDGEAPM data insights to understand the operational, financial, and environmental implications of different carbon-reduction strategies. Tools like EDGEAPM’s ‘Net-Zero vs. Business-as-Usual’ life-cycle-cost aligned planning and asset stranding analysis allow clients to make decisions that protect asset viability, reduce operating costs, and anticipate future risks, demonstrating that decarbonisation can be an opportunity when properly planned, not a burden.

Digitalisation

The engine of Resero's tran sformation

Digitalisation drives smarter, more efficient building management. Resero uses EDGEAPM to create a central hub of digital building information, turning complex operational data into actionable insights. It enables predictive and preventive maintenance, asset health monitoring, and performance optimisation, helping clients anticipate issues and plan interventions efficiently. By providing visibility into systems and tracking maintenance activities, operational risk is reduced and evidence-based decision-making supported. This forms the digital backbone supporting decarbonisation, decentralisation, and democratisation. It allows Resero to guide clients toward resilient, future-ready portfolios with optimised asset performance.

Decentralisation

Empowering localised energy management

The rise of electrification through on-site renewables, energy storage, and electric vehicle infrastructure means that energy is increasingly produced and used locally. Resero guides clients in integrating these technologies effectively, while EDGEAPM provides the visibility and analytics needed to manage distributed systems at scale. The result is greater energy resilience, reduced operational costs, and better control of emissions, all critical in a landscape where energy demands and opportunities are constantly shifting.

Democratisation

Unlocking d ata for informed decisions

In the context of the energy transition, democratisation traditionally means shifting power away from centralised energy providers, giving communities and stakeholders greater influence over energy decisions. Applied to the built environment, it’s about making complex asset data widely accessible across all levels of an organisation. Resero’s in-house EDGEAPM platform aggregates diverse datasets, from energy use and maintenance records to performance metrics, into a single source of truth. This unified view allows teams to make more informed, evidence-based decisions around building operations, investment planning, and sustainability strategies, ensuring asset performance is optimised and risks are proactively managed.

Alan Christie

Managing Director

The energy transition presents complex risks and opportunities for real estate and its energy infrastructure. Leveraging Resero's deep engineering expertise and the capabilities of EDGEAPM, we enable clients to protect asset value, reduce risk, and build resilient, high-performing portfolios. We empower organisations to make data-informed decisions using cutting-edge digital technologies to digitalise their estates and ensure they are fully prepared for the evolving challenges and opportunities of the energy transition.

To discover how Resero can help your portfolio navigate this transition, unlock long-term value, and enhance resilience, contact our team today.

Overcoming the challenges of electrification in commercial property

Thu, 02 Oct 2025 14:27:56 GMT

As commercial assets face increasing pressure to decarbonise, many properties are moving away from gas-based systems. This transition involves more than simply replacing boilers. It means shifting energy demand to electric heating, cooling, and hot water systems, as well as expanding on-site charging capabilities to support the rapid uptake of electric vehicles (EVs). Together, these changes are driving significantly higher power requirements across a variety of asset types, from offices and retail centres to industrial estates and logistics hubs.

Meeting this demand often requires upgrades to building power supply capacity (work that is frequently tied into wider refurbishment or redevelopment projects) but the journey is not always straightforward. Internal infrastructure limitations, grid constraints, and the risk of operational disruption can make the pathway to full electrification more complex than expected. Below, we outline the main challenges to be aware of, and how to address them with the right expertise and planning.

KEY CHALLENGES

01 Assessing the true condition of building services

Most commercial buildings were never designed with today’s electrical loads in mind. At the time of construction, heating and hot water needs were typically met by natural gas, while electricity was sized mainly for lighting, office equipment, lifts, and basic mechanical plant.

With electrification, those assumptions no longer hold. Large-scale electric heating and cooling systems, electric hot water provision, and growing charging needs for EVs now place demands far beyond what the original infrastructure can support. Typical limitations include:

Ageing switchgear or distribution boards with limited capacity
Transformers too small to handle rising demand
Utility connections that cap how much extra power can be brought in

The solution:

In some cases, a full electrical upgrade is unavoidable, requiring new cabling, switchgear, and transformer replacements. A detailed site audit, combined with early engagement with utility providers, is essential to identify gaps and future-proof capacity.

02 Utility grid constraints and delays

Even where on-site upgrades are achievable, the local grid itself may not have the headroom to provide additional power. This is a particular challenge in older industrial estates or densely occupied business parks. Common issues include:

Long lead times for new connections or capacity increases
Network operator backlogs and labour shortages
Compatibility issues between local transformers and available power
Competition with neighbouring assets for limited grid capacity, typically allocated on a first-come, first-served basis

The solution:

Early engagement with grid operators is key to understanding timelines and constraints. Where the grid cannot keep pace, on-site generation (e.g. solar PV) and battery storage can reduce dependency and create additional flexibility.

03 High capital costs

Electrification requires significant upfront investment, covering:

Equipment (heat pumps, EV charging points, power distribution upgrades)
Engineering design and project management
Permits and inspections
Potential downtime during installation

The solution:

The financial hurdle can be eased through government incentives, utility rebates, or financing models such as Energy-as-a-Service (EaaS) and power purchase agreements (PPAs). These structures can spread or offset capital costs while still delivering long-term performance gains.

04 Energy demand peaks and load management

The shift to electric systems can introduce new peaks in demand, especially if charging and HVAC requirements overlap during working hours or extreme weather events. This can result in:

Higher demand charges on energy bills
Risk of overloads or tripped breakers if loads are unmanaged

The solution:

Smart load management and time-of-use strategies help smooth peaks. Examples include scheduling charging outside of peak periods, staggering loads across sites, or using thermal storage to reduce HVAC demand during grid-constrained times.

05 Space constraints and integration challenges

Commercial assets are typically designed to maximise lettable space, leaving little margin for additional infrastructure. Allocating plant space during electrification projects can therefore reduce net lettable area and, in turn, affect asset value. Beyond this, physical space constraints can complicate system integration and limit opportunities to scale capacity in the future. This often leads to:

No designated space for new plant or battery storage
Limited routes for new cables or switchgear installation
Thermal management challenges in temperature-sensitive areas

The solution:

Workarounds include modular or external plant rooms, rooftop installations, and car park-based charging hubs. Strategic design reviews are also essential for identifying underutilised areas that can be repurposed with minimal impact on lettability.

06 Regulatory and compliance issues

Upgrading power systems can introduce new regulatory requirements, including:

Building regulations and fire safety codes
Local permitting and planning approvals
Utility interconnection standards

The solution:

Partnering with experienced consultants and delivery partners familiar with local codes can help streamline compliance, avoid delays, and reduce the risk of costly rework.

07 Operational disruption during upgrades

Electrical upgrades are inherently invasive. Works such as cabling, switchgear replacements, or trenching for charging infrastructure can disrupt daily operations through:

Temporary power outages or HVAC downtime
Interruption of tenant traffic or loading operations
Health and safety risks for staff and contractors

The solution:

Careful phasing of works, combined with clear communication with tenants and site teams, is crucial. A well-managed construction programme ensures disruption is minimised and asset operations remain safe and productive.

Electrification is a vital step in reducing emissions across commercial asset portfolios, but it requires more than simply swapping out equipment. Success depends on early planning, coordinated design, and specialist expertise across engineering, energy management, and compliance.

At Resero, we combine technical insight, strategic thinking, and practical delivery experience to navigate this complexity. From feasibility studies and site audits through to full project implementation and ongoing optimisation, we support every stage of the journey.

Whether you are at the early stages of exploring electrification or preparing to implement major upgrades, our team can help you unlock your asset’s full potential while managing risk and minimising disruption.

Get in touch to discuss how we can support your electrification goals.

Why MEP consultants are vital in terminal schedules of dilapidations

Fri, 13 Jun 2025 09:42:16 GMT

When a commercial lease nears its end, landlords and tenants often find themselves navigating a complex and sometimes contentious process surrounding dilapidations. At the centre of this process is the terminal schedule of dilapidations, a detailed document prepared by the landlord’s surveyor outlining alleged breaches of lease covenants related to repair, reinstatement, and redecoration.

While building fabric tends to attract most of the attention, Mechanical, Electrical, and Public Health (MEP) systems can become an unseen battleground that is complex, technical, and frequently overlooked. This is where the involvement of an specialist MEP consultant is not only beneficial, but vital for achieving a fair and legally sound outcome.

WHAT IS A TERMINAL SCHEDULE OF DILAPIDATIONS?

‘The word ‘dilapidations’ is derived from two Latin words which may be interpreted to mean - to pull stone from stone or lay to waste. For the surveyor it refers to a state of disrepair in a property where there is a legal liability for the condition of disrepair.'

Surveying For Dilapidations. Malcolm Hollis (circa 1987)

As defined in guidance from the Royal Institution of Chartered Surveyors (RICS) , a terminal schedule should:

Set out alleged breaches of lease obligations.
Outline the reasoning behind reinstatement requirements.
Detail the remedial works required.
Include a Quantified Demand reflecting the landlord’s likely loss.

However, the assessment of MEP systems often extends beyond the remit and expertise of most general building surveyors. That’s where the value of MEP consultancy comes into play.

WHY MEP SYSTEMS SHOULDN’T BE OVERLOOKED

These services aren’t just technical add-ons; they are the core infrastructure that keeps a commercial property safe and operational. Their condition at lease end directly affects:

Operational performance.
EPC rating and therefore compliance with Minimum Energy Efficiency Standards (MEES).
Compliance with current building regulations and health & safety standards.
Marketability to prospective tenants or buyers.

Despite their importance, MEP systems are often under-scrutinised during the dilapidations process, leading to disputes and inflated repair costs. This is particularly problematic given that MEP-related installations can be more expensive to repair or replace than fabric elements.

That’s where MEP consultants add value. Using technical guidance from the Chartered Institution of Building Services Engineers (CIBSE) , they assess these systems against industry best practice for design, maintenance, and lifecycle performance, delivering a robust evaluation on the condition of the MEP systems and likely costs for reinstatement.

KEY REASONS TO ENGAGE AN MEP CONSULTANT IN DILAPIDATIONS

01 Assessing the true condition of building services

Visual inspections alone can't uncover the functional state or remaining life of complex equipment.

An MEP consultant can:

Reference CIBSE guidance to benchmark the systems’ condition.
Examine lease agreements and any Licences to Alter (LTAs) and confirm compliance.
Assess all operation and maintenance (O&M) records to verify servicing history and system upkeep.
Specify necessary testing and validation.
Prepare design and specification documents for reinstatement.

02 Identifying statutory compliance issues

MEP consultants stay up to date with:

Any ESG and sustainability legislation and guidance.
Health and safety requirements.
Superseded regulations, technological changes and advancements.

So, they can:

Identify non-compliance.
Separate necessary repairs from costly upgrades triggered by obsolescence or new legislation.

03 Providing accurate costings

MEP systems can be costly to repair or replace.

An MEP consultant can:

Provide realistic, evidence-backed costings.
Offer clarity for negotiation and dispute resolution, aligning with RICS’s emphasis on transparent assessment.
Help assess if disrepair in MEP systems might lead to loss, for example would a system in a state of repair or disrepair have to be replaced by a landlord to comply with its MEES obligations.

04 Reviewing maintenance records

A tenant’s obligations during the lease period can often include proper maintenance of systems.

An MEP consultant can:

Review all as built and commissioning information to determine the overall quality of installations.
Examine logs, servicing reports, and inspection certificates to ensure systems have been maintained in a compliant fashion.
Use CIBSE maintenance strategies to evaluate the state of repair of MEP services.

THE BOTTOM LINE: DON’T OVERLOOK BUILDING SERVICES

While general building surveyors are indispensable to the dilapidations process, they are not MEP specialists. As commercial buildings become more complex, the risk of technical misjudgement and costly disputes rises. By bringing in MEP consultants early, landlords and tenants alike can ensure:

A more accurate, balanced, and defensible schedule.
Reduced disputes and equitable settlements.
Stronger compliance with RICS and CIBSE best practices.

NEED EXPERT SUPPORT WITH MEP ASSESSMENTS IN DILAPIDATIONS?

Managing MEP systems at the end of a lease can be complex, but Resero provides the expertise to guide you through the process.

We can offer a full-service approach, supporting everything from the preparation of terminal schedules to the design and specification of validation and reinstatement works, right through to assistance during the reletting phase.

Our experienced MEP consultants use a customised RICS New Rules of Measurement compliant costing template, built from our in-house cost library and trusted industry price guides. This allows us to provide clear, detailed, and accurate costings that support fair negotiation and reduce the risk of disputes.

Get in touch with Resero to find out how we can help simplify the dilapidations process and protect both landlord and tenant interests.

What the New UK Net Zero Carbon Buildings Standard Pilot Means for Commercial Property Owners

Thu, 23 Jan 2025 12:50:01 GMT

As climate change impacts intensify, the need for greener, more energy-efficient buildings has never been more urgent. Addressing these challenges, the UK Net Zero Carbon Buildings Standard (The Standard) Pilot emerges as a pivotal initiative.

The Standard is the first comprehensive, cross-industry standard designed to ensure that buildings in the UK achieve net zero carbon emissions. Developed collaboratively by leading organisations in the UK buildings sector, the Standard provides a clear definition of net zero carbon buildings, addressing both operational and embodied carbon. For commercial property owners, understanding these two components is crucial for effective carbon management and compliance.

What is the UK Net Zero Carbon Buildings Standard Pilot?

Launched in September 2024, the Standard is still in its infancy, with the full version of the Standard expected by the end of 2025. Key collaborators include prominent industry organisations such as BBP, BRE, the Carbon Trust, CIBSE, IStructE, LETI, RIBA, RICS, and UKGBC.

The Standard aligns with the UK's ambitious climate goals, targeting net zero emissions by 2050, with interim milestones of a 68% reduction by 2030 and 78% by 2035. Its primary objective is to establish a unified methodology for assessing and proving that buildings can achieve net zero carbon. By setting clear metrics and targets, it ensures the built environment contributes meaningfully to limiting global temperature rise to 1.5°C.

Key Components of the Pilot

Operational Energy Use: The Standard sets stringent metrics for energy consumption during building operation. It emphasises energy efficiency and the integration of renewable energy sources to minimise carbon emissions.

Embodied Carbon: This component addresses carbon emissions linked to construction materials and processes. Guidelines encourage the use of low-carbon materials and efficient construction practices to reduce these emissions.

On-Site Renewable Energy: The integration of renewable energy systems, such as solar panels and wind turbines, is encouraged to decrease reliance on fossil fuels and lower operational carbon emissions.

Refrigerants: The Standard promotes the use of refrigerants with low global warming potential (GWP) in building systems to further minimise environmental impact.

Implications for Commercial Property Owners

For commercial property owners, the Standard represents a critical shift in how the sector approaches sustainability. For many existing builds, meeting the new standards may very well require significant investment. However, there are potential financial incentives, including grants and green financing options, which can offset these expenditures. More importantly, buildings aligned with the Standard can be expected to yield long term savings through reduced operational costs. Improved energy efficiency and integration of renewable energy not only helps mitigate the initial upfront costs but also lowers energy bills over time. This dual benefit of immediate financial support and enduring cost reductions highlights the long-term economic advantage of aligning with the Standard.

On the regulatory front, property owners will need to anticipate and align with stricter compliance requirements. While the Standard is currently voluntary, early adoption can help avoid future penalties and ensure properties remain competitive. Aligning with the Standard ahead of time also allows building owners to position themselves as leaders in the industry, gaining recognition from tenants, investors, and other stakeholders. Staying proactive in meeting these guidelines reduces the risk of rushed adjustments should the Standard become mandatory in the future.

Market value is another critical consideration. Buildings that achieve net zero status are likely to see enhanced asset value and greater appeal to sustainability focused tenants. Modern tenants are increasingly prioritising environmentally friendly and energy efficient properties, which means that non-compliant buildings could face higher vacancy rates and reduced competitiveness in the rental market. Properties that fail to meet the Standard also risk becoming obsolete, potentially decreasing their long term value and investment appeal. By contrast, net zero compliant properties not only command higher demand but are overall more resilient to climate related risks, further enhancing their marketability.

Complying with the Standard signals a strong commitment to sustainability, aligning with the expectations of tenants, investors, and the broader market. Organisations with robust ESG credentials are better positioned to secure investment and maintain stakeholder trust. Contributing to national and global climate targets bolsters corporate social responsibility efforts, fostering a positive brand image and strengthening long term industry leadership.

How Resero Can Help

At Resero, we understand the transformative potential of the Standard for the commercial property sector. Since 2016, we’ve been helping property owners and managers turn ambitious sustainability goals into practical, achievable outcomes. By bridging the gap between high-level strategy and practical implementation, we offer solutions that align with the operational realities of achieving net zero.

Our Expertise Includes:

Technical Asset Management : We optimise property performance and value throughout its lifecycle, ensuring compliance with statutory obligations and identifying opportunities for efficiency improvements.

Net Zero Carbon Strategies : We also l everage frameworks like BREEAM and NABERS UK, both of which align with the Standard, to assess energy performance, reduce emissions, and deliver tangible progress toward net zero.

A key to meeting the Standard and achieving net zero is to determine a feasible transition plan at an early stage, all too often we have seen sustainability report recommendations that are unfeasible in the real world, and with commercial buildings contributing 40% of the UK’s carbon emissions, the need to decarbonise portfolios has never been more urgent. Resero provides tailored pathways to help you align with your net zero carbon goals, ensuring minimised risks, maximised asset performance, and strengthened ESG credentials.

Conclusion

The UK Net Zero Carbon Buildings Standard Pilot represents a transformative step toward decarbonising the built environment. Its comprehensive approach to operational and embodied carbon, coupled with its focus on renewable energy and low GWP refrigerants, sets the benchmark for sustainable building practices.

For commercial property owners, proactive planning and investment in alignment with the Standard offer a pathway to enhanced asset value, regulatory compliance, and ESG leadership. By embracing the Standard, the sector can seize the opportunity to lead in sustainability, ensuring a resilient and competitive future.

Contact Resero today to ensure your assets stay ahead of the curve.

Common Asset Management Mistakes and How to Avoid Them

Fri, 20 Sep 2024 10:35:32 GMT

In the dynamic landscape of UK commercial real estate, effective technical asset management is the cornerstone of success. However, even seasoned professionals can fall victim to common pitfalls that undermine portfolio performance.

At Resero, we've identified five key areas where mistakes frequently occur: Regulatory Compliance, Risk Management, Decarbonisation, Strategy, and Operational Efficiency. Let's explore these areas and discuss how to avoid potential missteps.

1. REGULATORY COMPLIANCE MISTAKES

The UK's regulatory landscape is constantly evolving, particularly in the wake of Brexit and increasing focus on building safety. Common mistakes include:

Overlooking changing regulations: Many asset/building managers fail to stay abreast of new legislation, such as the SFG20 compliance standards, the Building Safety Act 2022, and risks associated with the trajectory for the Minimum Energy Efficiency Standards (MEES).
Failing to maintain proper documentation: Incomplete or disorganised records can lead to compliance issues and potential fines.

How to avoid: Implement a robust compliance management system, conduct regular audits, and consider appointing a dedicated compliance officer. Stay informed through industry bodies like the British Property Federation and RICS.

2. risk management oversights

In an uncertain economic climate, risk management is more crucial than ever. Typical errors include:

Underestimating potential threats: Failing to account for risks such as market volatility, interest rate changes, or unforeseen events like the COVID-19 pandemic.

Lack of comprehensive risk assessment: Focusing solely on financial risks while neglecting operational or reputational risks.

How to avoid: Conduct regular, comprehensive risk assessments. Develop scenario planning exercises and implement robust risk management strategies that cover all aspects of your portfolio.

3. DECARBONISATION PITFALLS

With the UK government's commitment to net-zero emissions by 2050, decarbonisation is no longer optional. Common mistakes include:

Ignoring sustainability/net zero trends: Failing to recognise the growing importance of Environmental, Social and Governance (ESG) criteria to investors and tenants.

Short-term thinking in energy efficiency: Opting for quick fixes rather than long-term sustainable solutions.

How to avoid: Set clear sustainability goals aligned with the UK's net-zero target. Invest in green technologies and conduct regular energy audits. Consider certifications like BREEAM to demonstrate your commitment to sustainability.

4. STRATEGIC MISSTEPS

A well-defined strategy is essential for long-term success. Frequent errors include:

Lack of clear long-term vision: Focusing on short-term gains at the expense of long-term value creation.

Failure to align technical asset management with business objectives: Operating in silos rather than integrating technical asset management with overall business strategy.

How to avoid: Develop a comprehensive technical asset management strategy that aligns with your organisation's goals. Conduct regular strategy reviews and ensure stakeholder engagement across all levels of your organisation.

5. OPERATIONAL EFFICIENCY BLUNDERS

In the competitive UK market, operational efficiency can make or break your portfolio's performance. Common mistakes include:

Neglecting preventative maintenance: Reactive approaches to maintenance often lead to higher costs and disruptions.

Resistance to new technologies: Failing to adopt PropTech solutions that could streamline operations and improve tenant experience.

How to avoid: Implement predictive maintenance programmes, embrace innovative PropTech solutions, and focus on continuous process improvement. Consider tools like smart building systems to enhance operational efficiency.

THE INTERCONNECTED NATURE OF TECHNICAL ASSET MANAGEMENT

It's crucial to recognise that these five areas are deeply interconnected. For instance, poor regulatory compliance can increase risks, while inefficient operations can hinder your decarbonisation efforts. A holistic approach to technical asset management is essential for success in the UK's complex property landscape.

Conclusion

In this sector, avoiding these common technical asset management mistakes is crucial for maintaining a competitive edge. By focusing on the key areas above, you can enhance your portfolio's performance and resilience.

Remember, effective technical asset management is not about perfection, but continuous improvement. By regularly assessing your practices and staying open to new strategies and technologies, you can start navigating the challenges of the UK market with confidence.

Don't let common mistakes hold your portfolio back. Contact Resero today to learn more about how we can support your technical asset management journey. .

Growing Our Own: The Importance of New Minds in the Built Environment

info@resero.co.uk (Holly Champion) — Thu, 11 Jul 2024 09:47:29 GMT

At Resero, we believe in the power of fostering new talent and perspectives within our industry.

Our "grow-our-own" approach is designed to bring in fresh ideas and innovative solutions by nurturing young professionals. By providing them with the right tools, training, and opportunities, we aim to create a dynamic and forward-thinking workforce capable of tackling the challenges of sustainable energy and building design.

Energy Engineer, Georgia Tierney guides us through her experience joining Resero straight out of University:

From Work Placement to Energy Engineer: Georgia’s Story

My journey with Resero began in 2022, sparked by a lecture given by Non-Executive Director , Andrew Cooper that aligned perfectly with my postgraduate dissertation. After reaching out to Andrew with a list of questions, what started as a simple enquiry quickly transformed into a work placement opportunity.

During my first few weeks at Resero, I immersed myself in learning how to use software to create digital twins, build models, and understand the practical applications of the recommendations made towards asset improvement. It was during this time that I was put through the One-Click LCA Summer School to help me gain first-hand experience in crafting a Life Cycle Assessment (LCA).

The hands-on experience was invaluable, and within three months, I was thrilled to receive an offer for a full-time position to join the Net Zero Carbon (NZC) Design team as a Junior Energy Engineer, to begin as soon as I completed my master’s degree in Medical Radiation Physics.

Since joining the team permanently, my learning and development has continued at a rapid pace. Some of the key training programs and courses I’ve completed include:

IES for Building Modelling : I learned to use Integrated Environmental Solutions (IES) software for building modelling, starting with basic techniques and progressing to more detailed modelling practises and analysis tools.

Level 3 & 4 EPC Assessor Course : This course enhanced my skills in assessing Part L compliance, BRUKLs and EPCs.

CIBSE Introduction to Building Services : This course provided a comprehensive understanding of the broader significance of building systems, both those already in place and those we recommend in our reports.

LCA Training : I undertook training with the Supply Chain Sustainability School and One Click LCA to deepen my understanding of life cycle assessments. The former represents the first step towards becoming an accredited UK Life Cycle Assessor.

Level 5 EPC Assessor Exams : I completed exams to become a Level 5 Energy Performance Certificate (EPC) assessor.

Low Carbon Consultant : Most recently, I became a Low Carbon Consultant through the Chartered Institution of Building Services Engineers (CIBSE), recognising my ability to provide robust, practical guidance and go beyond the legal minimum requirements in building energy performance.

With this extensive training under my belt, here's what a typical day in my role looks like:

Research and Building Modelling : I spend a significant portion of my day researching and modelling buildings, conducting scenario analyses to optimise energy performance.

Site Visits : I visit various sites to gather measurements, investigate landlord and tenant demises, and collate data on building systems for our models and reports, including the Alternative Planned Maintenance Report (APMR) .

Interdepartmental collaboration : I work closely with the Projects team, this allows me to see how my Building Modelling specifications are reviewed for feasibility and ultimately turned into project work.

Professional Development : Resero encourages continuous professional growth. I am still regularly attending webinars hosted by industry leaders to stay updated on the latest advancements and regulations.

One of the aspects I enjoy most about my role is the variety it offers. From modelling a range of building types to seeing in real time how various assets are utilised, every day brings new challenges and learning opportunities.

Joining Resero has been a transformative experience. The company's commitment to nurturing talent and fostering innovation has allowed me to grow professionally within a short space of time. I am proud to be part of a team that is shaping the future of sustainable energy and building design.

Interested in developing your career at Resero? Keep an eye on our careers page for current opportunities.

Fugitive Emissions and Embodied Carbon

Thu, 21 Mar 2024 14:22:05 GMT

By their very nature ‘fugitive’ emissions can, at best, only be estimated during the design stage of an embodied carbon report, often called a Life Cycle Assessment (LCA). A LCA is a method of evaluating the environmental burden of processes and products during their life cycle from cradle to grave . Post installation record keeping of fugitive emissions can inform subsequent reviews, and reporting. Giving exaggerated importance to estimated fugitive emissions may compromise the selection of air conditioning equipment that is demonstrably more suitable for the application, and in many cases more energy efficient than the alternatives.

What are fugitive emissions?

Fugitive emissions refer to the gases or vapours that are released from pressurised equipment due to leaks, evaporation, or other unintended or irregular releases. In the context of refrigerant gas within air conditioning systems, fugitive emissions refer to the leakage of refrigerant gases into the atmosphere.

Refrigerant gases are commonly used in air conditioning/heat pump systems as part of the mechanical cooling/heating cycle. Refrigerant gases may escape from the system due to various reasons such as equipment failure, poor installation, neglect during maintenance, and as part of final decommissioning.

Fugitive emissions are rightly a concern, many refrigerants are potent greenhouse gases. For example, commonly used refrigerants like hydrofluorocarbons (HFCs) have a much higher global warming potential than carbon dioxide. Even small amounts can contribute significantly to global warming.

How does the sector mitigate against fugitive emissions?

It is not only good practice to mitigate against fugitive emissions refrigerant handling is also covered by several UK regulations and standards:

The Fluorinated Greenhouse Gases Regulations 2015: This regulation implements the EU F-Gas Regulation in the UK, which aims to reduce emissions of fluorinated greenhouse gases (F-gases), including HFCs used as refrigerants. It requires companies that produce, supply, use, install, service, maintain or dispose of equipment containing F-gases to hold a company certificate issued by an approved certification body. Individuals carrying out these activities must also hold a qualification recognised by the Environment Agency.
The Ozone-Depleting Substances Regulations 2015: This regulation implements the EU ODS Regulation in the UK, which aims to protect the ozone layer by controlling the production, supply, import, export, ownership, and use of ozone-depleting substances (ODS), including certain refrigerants. It requires companies that carry out these activities to hold a company certificate issued by an approved certification body.
The Health and Safety at Work Act 1974: This act requires employers to ensure the health and safety of their employees and others who may be affected by their activities. This includes ensuring that refrigerants are handled safely.
The Control of Substances Hazardous to Health Regulations 2002 (COSHH) : These regulations require employers to assess the risks from hazardous substances, including refrigerants, and take appropriate measures to prevent or control exposure.
British Standard BS EN 378: This standard specifies safety and environmental requirements in relation to the design, manufacture, installation, operation, maintenance and disposal of refrigerating systems and heat pumps.
F-Gas Certification: Technicians who install, maintain or service stationary refrigeration equipment containing F-gases must hold a valid F-gas certificate issued by an approved certification body.
Waste Management: The Environmental Protection Act 1990 and the Hazardous Waste Regulations 2005 require businesses to ensure that waste refrigerants are disposed of safely and responsibly.

The legislation above illustrates that prevention of fugitive emissions is something that the industry is focused on and that the loss of refrigerant, other than through exceptional circumstances, is entirely preventable.

Failure to comply with the applicable regulations can result in significant fines for responsible parties (beyond engineers and contractors). Therefore, it's crucial for landlords and building managers to ensure that the handling of refrigerants is done responsibly and in accordance with the law.

The importance of Technical Asset Management in this regard should not be underestimated, site auditing is key to responsible building management, read more here .

Including fugitive emissions within LCA reporting

LCAs assess the environmental performance of a building and the outputs have numerous environmental indicators but are often collectively referred to as the amount of Carbon Dioxide equivalent (CO2e) emitted during the manufacture, transport, and construction of building materials, together with end-of-life emissions. BS EN 15978-1 provides a calculation methodology for the assessment of environmental performance of buildings.

Whilst it is normal practice to include fugitive emissions within LCA reporting, it is also good practice that the reader is given guidance on their relevance, and importance, in understanding the buildings overall total environmental impact.

Diligence should be taken to source manufacturers data, as an example, Daikin¹ recommend the following percentages for embedded carbon reporting:

Refrigerant Recovery Efficiency = 99%
Annual leakage rate = 2% of refrigerant charge
Annual purge release factor = 0%
Annual service release = 0%
Probability factor for catastrophic failure = 0.001%

This information confirms that:

During refrigerant recovery, at end-of-life or because of repairs, gas lost is considered minimal and is associated with residual amounts (service engineers gauge lines).
Industry studies show that correctly installed systems are not prone to refrigerant leaks.
VRV systems do not require any purging of refrigerant, plus refrigerant purging is not permissible under UK and EU regulation.
VRV leak checking as part of annual servicing can be done without ‘opening’ the refrigerant side of the system.
Interestingly, Daikin Industries have carried out a study that shows that catastrophic failures on systems occur 1 in every 10,000 systems, there recommended 1 in every 1000 is a very conservative figure.

In conclusion the reporting of fugitive emissions should be done with care, and reports should include explanatory notes. There are many factors when considering equipment selection, whilst embodied carbon is one of them it should form part of a holistic approach.

A whole life carbon assessment (WLCA) standard can estimate the amount of carbon emitted throughout the life cycle of a constructed asset, from the early stages of development though to the end of life. It gives visibility to embodied carbon, operational carbon, and user carbon.

Sources

¹ Daikin Pol01 BREEAM Calculation Default Values

Resero undertake Life Cycle Assessments and whole life carbon assessments as part of our Technical Asset Management consultancy .

Risk management in non-domestic properties

Wed, 06 Mar 2024 09:01:09 GMT

The Technical Asset Management team at Resero oversees many areas, but at the heart of what we do is risk management. Our market-leading site audits are supported by tailored software that ensures consistent reporting whilst mitigating landlord risk.

What is building statutory compliance in the UK?

Statutory compliance in non-domestic properties refers to the legal requirement for commercial buildings to adhere to certain laws, regulations, and standards. This is crucial in ensuring the safety, health, and welfare of the people who use these buildings and that the building complies with environmental regulations. Non-compliance can pose significant risks to insurance policies, the value of the property and of course the occupants’ health and wellbeing.

The role of statutory compliance in non-domestic properties is multifaceted and includes the following:

01 Safety:

One of the primary roles of statutory compliance is to ensure the safety of all occupants. Safety in commercial buildings encompasses a wide range of measures to protect occupants from potential hazards.

Fire safety is a primary concern, which requires the installation of fire detection and alarm systems, emergency lighting, and fire suppression systems like sprinklers. Regular fire risk assessments must be conducted to identify and mitigate risks, while specialist M&E advice should be obtained when making any changes to the MEP services or fabric of the building. Electrical safety standards and gas safety regulations are equally important, with specialist knowledge required to ensure ongoing compliance.

Additionally, structural safety is crucial, with regular inspections and maintenance to prevent collapses or structural failures. Building managers also address health and safety risks such as slips, trips, and falls by maintaining clean and well-lit spaces, implementing proper signage, and providing appropriate personal protective equipment.

02 Health & wellbeing:

Ensuring a healthy and supportive environment in commercial buildings is essential for occupants' physical and mental wellbeing.

Indoor air quality is a significant factor, achieved through proper ventilation systems, filtration, and the use of low-VOC (volatile organic compound) materials. Thermal comfort is another key element of occupant wellbeing, minimising overheating risks throughout the summer through proper ventilation and shading. Statutory compliance also covers areas such as sanitation, and waste disposal.

03 Accessibility:

Compliance with accessibility laws is another important aspect of statutory compliance. Ensuring accessibility in involves removing barriers and providing equal access to all individuals, regardless of disability. This includes designing entrances and pathways with slopes or ramps to accommodate wheelchair users and installing elevators for multi-story buildings.

Interior spaces are designed with wide corridors, doorways with sufficient clearance, and accessible restroom facilities equipped with grab bars and accessible sinks. Tactile signage, audible alarms, and visual aids assist individuals with sensory impairments in navigating the building safely. Compliance with accessibility standards, such as the Equality Act 2010 in the UK ensures that buildings are inclusive and welcoming to everyone.

04 Energy Efficiency:

Commercial buildings need to meet certain energy efficiency standards as part of their statutory compliance (energy performance certificate ratings).

Enhancing energy efficiency in commercial buildings involves a comprehensive approach to reduce energy consumption and minimize environmental impact. Building envelope improvements, such as insulation upgrades and window glazing, help minimize heat loss and improve thermal comfort.

Lighting upgrades to energy-efficient LED fixtures and occupancy sensors reduce electricity usage, while smart lighting controls optimize usage based on occupancy and daylight availability. HVAC systems are optimized through regular maintenance, efficient equipment upgrades, and the implementation of building automation systems for scheduling and temperature control. Renewable energy technologies may also be integrated to generate onsite clean energy and reduce reliance on grid electricity.

05 Environmental Impact:

Compliance with environmental regulations encompasses various initiatives to minimise a building's environmental footprint and promote sustainability. Waste management practices, including recycling programs and waste reduction strategies, help divert waste from landfills and conserve resources. Water conservation measures, such as low-flow plumbing fixtures and rainwater harvesting systems, reduce water consumption and alleviate strain on local water supplies.

Energy conservation strategies, including energy-efficient building design and operations, support efforts to reduce greenhouse gas emissions and combat climate change. Green building certifications, such as LEED (Leadership in Energy and Environmental Design) or BREEAM (Building Research Establishment Environmental Assessment Method), provide frameworks for achieving high environmental performance and demonstrating a commitment to sustainability.

Conclusion

The challenge for landlords, fund managers, building managers and occupants is ensuring these risks are mitigated. This responsibility goes beyond simply appointing maintenance contractors and keeping records of site visits and service records. Reviewing works carried out, the content of reports, and acting on recommendations requires a consistent, diligent approach that is not always possible for a building manager dealing with a multitude of varying issues and events.

Technical Asset Management that includes regular site audits, detailed maintenance specifications, asset registers, quote approvals, landlord tenant agreements and life cycle cost planning is the recognised way in which risk and expenditure can be monitored and mitigated.

At Resero we have many years of experience in delivering effective Technical Asset Management strategies tailored to individual properties whilst providing a consistency of reporting, download a copy of our specialist audit report to see the areas of risk that are often overlooked, risking breaches of statutory compliance regulations and insurance policy voidance.

You can read more about Resero's Technical Asset Management services here .

Understanding the Importance of License to Alter: A Comprehensive Guide

Mon, 04 Mar 2024 09:00:01 GMT

If you're a tenant planning to make changes to your leasehold property, or a facilities manager of a multi-let property, it's crucial to understand the concept of License to Alter (LTA) and the importance of obtaining specialist M&E advice when approving tenant requests. In this technical guidance note, we delve into the significance of LTAs and why seeking specialist consultancy advice is paramount before proceeding with any alterations.

What is a License to Alter (LTA)?

A License to Alter is an agreement between a tenant and a landlord granting permission for the tenant to carry out works on a leasehold property. It sets out the conditions under which the alterations may be carried out and ensures that no unexpected conflicts will arise as a result of the work. This agreement, held alongside the lease document, serves as a framework for future actions related to the property, including terminal schedules of dilapidations.

Why is it important to seek specialist consultancy advice before approving an LTA?

Facilities Managers play a pivotal role in ensuring tenants are accommodated while safeguarding the property's integrity. While it's essential to allow for and facilitate tenant alterations, it's equally important to mitigate any adverse impacts on other occupants, landlord services, and the property's Energy Performance Certificate (EPC) .

Any works that involve electrical, or mechanical infrastructural changes should be approved through an LTA. The temptation might be to ‘save cost’ by reviewing the works without reference to an M&E specialist but the liability of risk will then fall upon the facilities management team if an issue arises later. Below we list some practical examples of why the LTA process requires an M&E consultant’s review.

Scenario 01: The Energy Performance Certificate

The importance of a building's Energy Performance Certificate (EPC) rating is now widely understood. It is an integral part of establishing the value of a property and can be key deciding factor in a tenant’s commitment to take on or extend a lease. Under the terms of most leases there is a requirement for the tenant to do nothing that would be detrimental to the existing EPC.

In this scenario, the tenant had approached the facilities manager with a request to replace existing T5 fluorescent lighting with LED light panels. At first look this is a reasonable request that would be beneficial for the property, after all, fluorescent lighting is being phased out and we all know the energy saving benefits of LED.

However, the complexities of the energy modelling needed to generate an EPC must be taken into consideration. For many properties a thermal model will have been created to determine a net zero carbon pathway that targets a specific EPC rating. The marginal gains that can be achieved through specifying highly efficient LED panels (not all LEDS are created equal), with associated control systems, may mean approving this LTA could be detrimental to the building-wide EPC strategy. An M&E specialist should be consulted and the thermal model adapted to see the impact of the tenant's request before approval.

Scenario 2: ‘like for like’ equipment replacement

This second scenario comes from real life. We were approached by the facilities manager to approve a ‘like for like’ air conditioning equipment replacement for a tenant installed air conditioning system. As it was described as ‘like for like’ the request would look to be reasonable and may not fall under the requirement for an LTA.

In reviewing the request, it emerged that the new equipment would be operating on a different refrigerant to the existing one, and that new pipework would need to run between the inside and outside through landlord risers. The new refrigerant to be used was R32, which has mildly flammable properties, as such it is necessary for the installer to meet the appropriate installation requirements including confirmation of calculations of refrigerant density in enclosed spaces such as riser cupboards.

It also emerged through a site survey that the original system was not ‘like for like’ the existing one that served other areas of the tenant’s space, rather this installation would be supplementary to that system (all be it that the original system was beyond economical repair). During the process, it was also established that the original installation had been incorrectly connected to the landlord's electrical supply, so a new supply would now need to be run for the new system.

This demonstrates how several issues emerged through the M&E consultant's review that could otherwise have been left unaddressed if the original request had been approved, leading to major risks for both the tenant, facilities manager and landlord.

Scenario 3: Tea Point Installation

Another real life example saw a tenant requesting approval for a tea point. The work consisted of the installation of a sink, tap, electrical connection and associated water cooler. In this instance it was clear that an LTA would be required, but the temptation was there to limit the cost of referral to an M&E consultant as the works appeared very straightforward.

However, the works required a connection to the landlord’s water supply and drainage outlets. Any connection to the landlord's water supply needs careful consideration; an incorrectly made connection can impact both other tenants' and the landlord's supply to common services.

Alongside this is the risk to other tenants as a result of a water leak occurring from the new tea point installation. Consequently, the requirement for leak detection and shut off solenoids needs to be stipulated and signed off by a competent professional.

Conclusion

In many cases, including M&E consultants in the LTA process is not only best practice but also a contractual requirement. Their expertise ensures that all works, regardless of size, are compliant, safe, and in alignment with the property's overall strategy.

License to Alter is more than just a formality—it's a contractual obligation that protects both the interests of landlord and tenant. By engaging specialist consultancy services early in the process, tenants and landlords can navigate potential pitfalls and ensure the integrity and efficiency of the property are upheld.

Disclaimer: This guidance note serves as general advice and does not constitute legal or professional consultation. Parties involved in property alterations are advised to seek individualised advice based on their specific circumstances.

For further information and assistance with LTAs and M&E consultancy, please contact Resero at info@resero.co.uk .

A quick guide to sprinkler water tank inspections

Fri, 01 Mar 2024 08:51:52 GMT

In this blog our Projects Director, Joe Gubats, talks through some the latest legislation for maintaining sprinkler water tanks.

The lifespan of a sprinkler tank depends on various factors, in particular the quality of maintenance. On average a well-maintained sprinkler tank could last up to 30 years or more. The frequency of inspection depends on several factors, including, but not limited to, the size of the tank, its location, the type of water source, and of course, the type of sprinkler system installed.

The LPC Sprinkler Rules for Automatic Sprinkler Installations is a comprehensive set of guidelines and standards that govern the design, installation, and maintenance of automatic sprinkler systems in the United Kingdom. This standard incorporates the full BS EN 12845:2015+A1:2019 standard, this is a European standard that specifies the requirements and methods for the design, installation, and maintenance of fixed firefighting systems.

The LPC Sprinkler Rules are updated regularly with new Technical Bulletins to ensure they reflect the latest best practices and technological advancements in the field of fire protection. These bulletins provide detailed guidance on specific aspects of sprinkler system design and installation, such as pipe sizing, pump selection, water supply requirements, and system testing procedures.

In addition to these technical requirements, the LPC Sprinkler Rules also include provisions for quality assurance and documentation. For example, they require that all work be carried out by competent personnel and that detailed records be kept of all system design calculations, installation work, and maintenance activities.

By adhering to these rules and bulletins, building owners and operators can ensure that their sprinkler systems can provide effective fire protection. Moreover, compliance with these standards can also help to satisfy legal requirements and insurance conditions related to fire safety.

Resero's Technical Asset Management audits ensure that statutory requirements are met and that detailed records are being kept.

The Loss Prevention Certification Board (LPCB) updated its Technical Bulletin 203 (TB203), which outlines the care and maintenance requirements for automatic sprinkler systems. Published in September 2022, this bulletin now mandates a fully detailed 'Inspection/Condition Report' as part of the two-yearly routine, also known as the TB203 2-year inspection. Download a copy here .

The Inspection/Condition Report is a comprehensive document that provides an in-depth assessment of the condition of the automatic sprinkler system. It is designed to ensure that the system is functioning correctly and efficiently, and that it meets all relevant safety standards and regulations.

The report should include a thorough examination of all components of the sprinkler system, including but not limited to:

Sprinkler heads: These should be checked for any signs of damage, corrosion, or obstruction that could prevent them from operating correctly.
Piping: The pipes should be inspected for any signs of leakage, corrosion, or other damage. The report should also confirm that the pipes are correctly sized and installed.
Control valves: These should be checked to ensure they are in the correct position and functioning properly.
Water supply: The report should confirm that there is an adequate water supply for the sprinkler system, and that the pressure is sufficient.
Alarm devices: These should be tested to ensure they are working correctly.
Fire pumps: If present, these should be inspected and tested to confirm they are operating correctly.
Records: The report should include a review of the maintenance records for the sprinkler system, to confirm that all necessary maintenance has been carried out.

In addition to these specific checks, the Inspection/Condition Report should also include a general assessment of the overall condition of the sprinkler system, and any recommendations for repairs or improvements.

The introduction of this requirement reflects the LPCB's commitment to ensuring that automatic sprinkler systems are maintained to the highest possible standard, in order to provide effective fire protection. It is therefore essential that all those involved in the commercial building industry are aware of this requirement and take steps to comply with it.

Understanding the assets, regulations and ensuring your records are kept up to date is what we do. Visit our services .

Shades of green washing

Tue, 27 Feb 2024 09:12:24 GMT

Be careful wise ones, "The wise man is one who knows what he does not know".

The ‘Socratic paradox’, recognises that those that appear wise understand that neither they, nor anyone else, truly knows everything. Our judgements and opinions are formed from our interpretations of the world around us, but those interpretations are ultimately rooted in observations, formed by our own unique experience. Experience is fundamentally subjective, susceptible to inaccuracy, and unique to the individual. Theologists extend the view that our knowledge, no matter how "objectively" it is formed, stems from subjective roots. Objectivity and practicality require standards and regulations to interpret our judgements and opinions, but what we determine as standards also ultimately reflects our wishes and values, even when embedded through scientific research.

Our ‘wishes and values’ regarding environmental sustainability have led to an ever-increasing list of regulations, standards, and political machinations. Global warming and climate change are now predominant in the list of concerns of adults in the UK. When asked about a range of issues, climate change was the second biggest concern facing adults in Great Britain (74%), with the rising cost of living being the main concern (79%).

In 1973, the EU Commission issued its first multi-annual Environment Action Programmes (EAPs) setting out planned legislative proposals and goals for EU environment policy. In May 2022, the 8th EAP entered into force, as the EU's legally agreed upon common agenda for environment policy until the end of 2030. Initial progress was slow but in recent times the acceleration has been exponential.

Environmental Sustainability is now big business, employment in the EU environmental economy increased from 3.2 million FTE in 2000, to 5.1 million FTE in 2020. The environmental economy generated €828 billion output and €341 billion gross value added in 2020.

So, we now have a whole industry focused on environmental sustainability with sustainability ‘engineers’ producing endless reports, setting new targets against a whole host of standards and regulations. Not a day, even an hour goes by without someone, somewhere, generating a report or article warning us that we must do better, that we must double our efforts and change our ways. It all adds to our personal eco-anxiety and results in an increasing need to be ‘seen’ to be doing something. That need is reflected in more reports and regulations.

It could be viewed that we have created an industry that is la rgely doing little more than creating shades of greenwashing; reports generated without deliverable actions and measured outcomes are little more than ticking boxes to allow large corporates to meet regulatory reporting requirements.

In the sector that we, Resero, operate within – commercial real estate consultancy – we must be careful to keep our own house in order. We need to avoid overstating our contribution to environmental change and avoid rolling good practice into false claims of ESG generated initiatives. The actions we recommend are actions that should be taken for the greater good, they should never be recommended so a box can be ticked on an ESG report.

As our clients are increasingly making their goals and commitments public, we need to be watchful that we are not complicit in committing the type of greenwashing infringements that could be seen as 'shades’ of greenwashing. Not the greenwashing that is so obviously demonstrated in the many examples of false advertising, but that which is hidden under the all-encompassing ESG policy documents.

At Resero, we pride ourselves on taking sustainability from the ‘Boardroom to the plantroom’, it’s what we do, deliverable actions, measurable outcomes. Find out more .

What is tech enabled consultancy? Launching a new partnership with NBS software

Tue, 20 Feb 2024 09:43:27 GMT

Tech-enabled consultancy: The Resero way.

Software, software, software it reverberates through everything we do now, whether at work or at home. Clearly visible, on the horizon, we are seeing the emergence of AI and all that it supposedly offers to compliment the decision-making process.

Resero has a strategy of seeking out market leading software products and adopting them into our unique approach to transitioning existing real estate to net zero. Daily we are working within the IES software environment to create investment grade dynamic simulation models of existing, and new, buildings. We also now routinely use One Click LCA to look at embodied carbon and life cycle costing as part of our design process.

Most recently we committed to working with the NBS software platform . Designed for specifiers working within the built environment, it represents another significant stride in adopting software solutions to assist our team of consulting engineers. NBS has over 275,000 users and was involved in over 34,000 new projects in 2022, producing more than 61,000 specifications.

NBS software in numbers

4,600+

COMPANIES

19,000+

GUIDANCE + STANDARDS

33,000+

MANUFACTURER PRODUCTS

275,000+

USERS

34,000+

2022 NEW PROJECTS

61,000+

2022 SPECIFICATIONS

Alongside industry recognised software solutions, we have also sought to be innovative through the development of our own software solutions. A few years ago, Andrew Cooper, Peter Cooper and I founded EDGE APM . Working with the team at EDGE APM, we now have in-house software that organises all our work flows, and allows us to map our asset registers against RICS New Rules of Measurement (NRM) and BESA SFG 20 frameworks, enabling seamless workflows with partner surveyors and engineers. Our Alternative PMR (APMR) gives us a unique methodology to model and cost net zero carbon pathways visualising the true cost of transition in an easily understandable format.

Highlighting Resero as a tech-enabled consultancy is not just a marketing slant on a ‘business as usual’ approach. It’s an ethos that runs through our culture; we embrace change, we embrace innovation, and we seek to integrate software to compliment our service delivery. What we don’t do is try to replace the life long experience of consulting engineers with the latest trend in software solutions. Consultancy software is only as good as the engineer making the inputs. Which is why we say: at Resero we are an engineering first, tech-enabled, consultancy.

Read more about how we can help you to understand, manage and improve your assets today. Visit our services .

Achieving Investors in People Gold

Mon, 12 Feb 2024 11:01:21 GMT

Achieving Investors in People Gold accreditation was a great moment for all of the team at Resero, in amongst everything else that was needed for the launch of the rebrand the opportunity to reflect on why this is an important award has been somewhat delayed.

It’s an often-used phrase that ‘people are our most valuable asset’ and although we live in times where software and associated algorithms seem to be gaining increasing importance, creating a great working environment is as vital as it has ever been. Good employees now have a range of choices; tailoring their work life balance is no longer a ‘nice to have’. Being able to facilitate a hybrid working approach has been something that we have focused on since the formation of the company in 2017.

I’ve had an involvement with Investors in People (IIP) over many years, at one point I had a role on the adjudication panel that reviewed assessments and approved the accreditation levels. Having read many submissions from a range of companies and industries, I gained comprehensive insight into what ‘good' looks like, which has helped me in the way that I support our own management team in the difficult area of ‘people management’.

The IIP accreditation is recognised around the world, it’s estimated that one in three UK organisations are accredited, whilst a quarter of the UK workforce works for an accredited company. I have always been an advocate of ‘upward communications’ and through the IIP process our team have the opportunity to provide feedback, which acts as a real test of how the business is doing in several key areas.

In achieving the ‘Gold’ standard we had to achieve a high performance across three overarching areas – Leading, Supporting, and Improving. The feedback report highlighted areas of good practice alongside things we need to focus on improving. Particularly pleasing for me was the results of the staff survey, the report highlighted that:

"Values are at the very heart of the business and are ‘lived and breathed’ every day in the work that people undertake for clients. Staff have a strong personal affinity to your values and fully appreciate and understand the relevance to their role."

Something I've witnessed several times is micro-management and the effects that it can have on individuals, from a loss of confidence to feelings of insecurity, and even how it can develop into a culture of bullying. Trusting people to make their own decisions and instilling in them the confidence to ask if they are unsure is a far superior approach. Hearing a manager criticising the performance of a member of his/her team, whilst being blissfully unaware that the fault lays with their own management style is something that sadly persists in many organisations. Our feedback from IIP was encouraging in this respect:

"Relationships between leaders, managers and staff are perceived to be especially positive. This comes as a result of the very open, transparent and supportive culture, effective role modelling by leaders and managers and the fact staff are treated fairly and equitably as individuals, both in respect of work-related and personal matters."

I would encourage any organisation to seek IPP accreditation, it provides an unrivalled benchmark in how you manage and develop people. If you're interested in learning more, you can read the full report on our website .

Ushering in a new era for Resero

Tue, 23 Jan 2024 16:30:48 GMT

I begin this with a heartfelt, "I couldn't be more proud.'' My excitement goes beyond the introduction of our eye-catching new logo. This rebrand represents a significant milestone, signalling the beginning of a carefully defined business strategy. This critical moment is accompanied and supported by the promotion of three key members of our senior management team – Joe, Tom and Alan – to the company board, signposting a new direction for Resero.

Thinking back to when I started working aged 16 in 1975. Fast forward to 2023, and here I am, hitting 65 in July; diving into the challenge of rebranding the company. People say it's the trickiest thing to do in business, but why not embrace a bit of change?

Unlike many of my peers I have not followed a conventional career path, leaving school with an ‘O’ level in history, and pretty much a failure in every other subject, not only meant that University was not an option, but technical college was also out of the question. Luckily my father knew someone that could offer me a job in his factory, and so my working life begun. All of the careers advice in the world does not prepare you for the hard graft of working in a factory, man-handling boxes in the warehouse was my first job, 8am-4pm Monday to Friday and Saturday mornings as needed. I think £12.00 was my first weekly wage (a pint of mild was 17p), and I had a certificate to drive a stacker truck before I got my driving license!

Like many before me that hard graft was the wake-up call I needed. Air conditioning was about to become commonplace in offices and shops and the long, warm summer of 1976 accelerated its demand. This gave me an opportunity, the company I was working for wanted to move into the sector and they asked me to enter an apprenticeship as a ‘Refrigeration and Air Conditioning Engineer’. The rest, as they say, is history, but for me it was the start of a journey that has led me to the role of Managing Director of the technical asset management consultancy that was EVORA EDGE, and is, as of today, Resero.

At the start of 2023 the senior management team were again debating the problems of there being two EVORA’s in our sector, EVORA Global and EVORA EDGE. ‘EDGE’ started life as a sister company to ‘Global’ but after only a few years the two separated, with Andrew Cooper and myself completing a management buyout of the former in 2020. Both businesses have gone on to thrive, but we continued to encounter confusion amongst clients over our respective titles. The name change was something that Andrew and I had always found a good reason to put on the back burner – COVID being the most recent one. So, when we discussed it again at the beginning of 2023, I was surprised when our now Projects Director, Joe Gubats, said words to the effect of, “Just get on with it, we know it needs sorting!” And we all nodded in agreement. No more excuses; just get on with it!

Perhaps easier said than done, but you don’t spend as long as I have at work without building up a list of trusted contacts and in this instance my first call was to Russ Avery at Avery & Brown. I’ve known Russ since we worked together at EVORA Global and recalled he was instrumental in their brand and marketing efforts. The wheels were put in motion and Avery & Brown have very much held our hand throughout.

We soon discovered, it's not just a case of picking a name and then get on with changing your letterhead! As you start to consider the implications you quickly realise that deciding the new name is just a small part of a rebrand. Deep questions were asked about our market position, our beliefs, ethics, ethos, and ambitions. Workshop sessions were set up with our core team members to explore ideas, and slowly, a brand strategy emerged. Throughout, it was vital for me as MD for this to be a collective process. I wanted to understand what others thought about the company, and I wanted us to have a shared understanding of our market positioning and future strategy.

After many months of hard work, we arrived back at that all important question: "What are we going to call it?''

This was the fun bit. Head of Marketing, Judy Cooper and the Avery & Brown team spent weeks researching names and concepts. (It's fair to say that any name you think of has probably been already taken, along with the all-important domain name!) ‘Resero' started out as one possibility among others, but it slowly lodged itself in our minds. Its meaning ‘to unlock, reveal’ aligned well with our work as consultants, and as the brand imaging started to emerge, we grew to love the look and feel of the new visual identity.

Seeing the website for the first time was a real ‘wow’ moment – Beth Barnett at A&B has done a great job. Making a corporate video was another new experience for me and whilst I cringed seeing myself on camera, I was really proud to see other team members step up and enthusiastically take part.

Finally, it would be remiss of me not to mention Holly Champion, who joined us as our marketing apprentice in 2022, and has pretty much led on coordination between everyone to get things done, whilst the rest of us have got on with our day jobs.

Time will tell if this rebrand is a success, but I know for certain the team could not have worked harder, or been more committed, to get us to launch day. The good ship Resero sets sail in January 2024; happy for you to join us on the ride!

We'd love to hear your thoughts on the new brand. Get in touch today .

A quick guide to embodied carbon in commercial real estate

Tue, 05 Sep 2023 12:23:29 GMT

What is 'embodied carbon' in a building?

Embodied carbon refers to the CO ₂ emissions associated with a building material, or construction process.* It factors in any greenhouse gas emissions that occur before a building is operational and after it stops being operational. This means it can include demolition and recycling.

Attention has for a number of decades been firmly fixed on reducing ‘operational carbon’. Embodied carbon, if considered at all, would only be looked at in the design stages of a new construction.

However, because it is far easier to achieve operational energy efficiency and net-zero carbon with a new building than an existing building this has led to the high profile demolition of some buildings.

There is now a sector push to consider the total carbon emissions associated with a project, including embodied carbon, to understand the true planetary cost of decisions.

Is it mandatory to calculate the embodied carbon in my building?

Not in the UK, except for London. The New London Plan requires Whole Life Carbon Assessments and Circular Economy Statements for any development of more than 150 residential units, buildings over 30m in height and commercial buildings over 2500 m ² .

Additionally, embodied carbon, or life cycle assessments (LCA) are currently worth a significant credit in BREEAM, LEED v4 and many other certification schemes.

However, making it mandatory is a matter of significant debate at the moment with a large number of influential supporters including, RIBA, CIBSE and companies such as abrdn and Arup.

They are all signatories to what is known as the ‘Part Z’ amendment which has been the topic of two private members bills in parliament, neither of which were supported by the government. The government has said it will consult on embodied carbon this year (2023). It follows the Environmental Audit Parliamentary Committee recommendation that embodied carbon reporting be mandated using the methodology outlined in the RICS Professional Statement on whole-life carbon assessments.

How do I calculate the embodied carbon of my project/proposed building?

In order to undertake a life-cycle assessment (LCA) a building has to be digitally “modelled” at a material level. Software has been developed that can now give an indication of both the embodied carbon and operational carbon, and therefore the broad environmental impact, for a construction or retrofit project.

The advantage of having the digital twin means not only can we calculate the embodied carbon figure for the whole project, but we can also get a percentage estimate for each material in specific use (ie ready mix concrete as the foundation). This enables swapping out of elements and the ability to find alternative, low-impact materials based on the embodied carbon data.

In addition, Environmental Product Declarations, EPDs, can be utilised if a specific material for a construction is wanted. The company producing the material would have the environmental impact of its production certified enabling a precise embodied carbon figure to be established.

LCA can easily be coupled with Life Cycle Costing (LCC) to help predict the costs and savings over the lifetime of the building. This includes all costs associated with construction, typical equipment replacement and demolition. Any energy generated by a building, through solar or wind, for example, will also be considered.

In summary

While achieving operational energy efficiency and operational carbon emissions is much easier with a new building than an existing building, once emissions are considered over the whole life cycle of assets, renovating an existing building is often preferable from a sustainability perspective.

We are now seeing far more demand from clients for embodied carbon assessments on retrofits as the sector tries to grapple with the complexity of transitioning to net-zero carbon.

*NB The RICS defines embodied carbon as: 'Carbon emissions associated with energy consumption (embodied energy) and chemical processes during the extraction, manufacture, transportation, assembly, replacement and deconstruction of construction materials or products.'

Resero can undertake LCA and LCC assessments on both new developments or retrofit projects. Find out more about our services , or contact info@ resero.co.uk for more information.

Top tips for efficient MEP project delivery

Wed, 28 Jun 2023 10:59:04 GMT

Retrofitting and refurbishing commercial buildings can be a complex undertaking, with numerous factors to consider even for seemingly simple tasks. Within this the mechanical, electrical and public health (MEP) aspects are often the most technical, complex and expensive.

Key considerations when planning MEP projects:

1. Analyse the site data

Undertake a detailed analysis of all operation and maintenance, lifecycle, and utilities information. This helps provide a better understanding of the building and should inform project objectives and planning.

2. Embed sustainability

Sustainability should be a key consideration for any project within the built environment these days, but too often it is considered in its own silo.

Research stakeholder sustainability policies to ensure your project aligns with their objectives.

We use energy modelling at an early stage to look at how we could achieve specific energy consumption values, industry benchmarks or improved EPC ratings through design selections.

3. Rigorous challenge and analysis of costs

Costs are always the highest risk area of a project. It’s worth spending time upfront to ensure any money spent now will contribute to the long-term strategy of the property. In the past we have found heating systems scheduled to be replaced that will not help secure a ‘B’ EPC rating so would then have to be replaced again in the short term at huge cost.

We use a net-zero cost planning process that takes into account existing life-cycle costs such as maintenance, operation and replacement schedules. Through energy modelling we also look at when installations are likely to realise their capital expenditure through energy savings.

Supply issues and skills shortages mean construction costs are volatile at the moment so it’s always worth trying to use the most up-to-date costs possible for benchmarking in the planning stages. We do this via our unique software that has an internal cost library sourced from all projects.

We also work to understand at the earliest possible stage the additional costs that may need to be factored in such as tight turnarounds increasing the amount of labour capacity, the need for unsociable working hours or specialist equipment.

4. Not just what, but how

A key risk for any project is when stakeholders focus on what needs to be done, not how it needs to be done. A quick check-list to avoid this should include:

Complete scope of works
This is a document that clearly defines the project's objectives and tasks and is essential to avoid confusion and incomplete installations. It is unfortunately common to see a lack of clarity of a project’s actual objectives. This means that scope can change without consideration of the objectives and also makes the success criteria harder to monitor throughout the works.

Risk analysis
This needs to identify and mitigate all potential risks such as environmental factors (weather related), poor existing operation and maintenance (O&M) documentation, and changes in supply chain costs.

How will the area be accessed?
The physical space and limitations need to be clearly communicated to contractors and access plans developed that will ensure uninterrupted progress of the work. This could include understanding how materials will be delivered, when storage space is required and how large it needs to be, where welfare facilities (such as toilets and washbasins) will be located and accessed including by those with disabilities.

Procurement
Are you clear on the lead-time for the materials being delivered, and the capacity and availability of any specialist labour? How does this fit with any key deadlines for the project?

Stakeholder engagement
Undertaking any kind of construction work in a tenanted building usually involves a large number of stakeholders including tenants and occupants. It’s important to understand their expectations, collaborate with them when developing plans and ensure they are ‘backers’, not ‘blockers’. You need them to support the resolution of any problems that arise but to secure this you have to ensure measures are implemented to minimise all potential disruption to people’s work and building access.

5. Continuous monitoring

To ensure the project stays on track, it is crucial to monitor progress against objectives throughout the entire process.

Objectives should be agreed at the start and they should be measurable and achievable.

Have a clear idea in mind how these objectives will be demonstrated at handover and post-project evaluation. Agree the system for quality control and monitoring of objectives i.e. quality reviews or agreed decision gateways.

6. Have a robust handover process

There is no point installing an innovative, energy saving heating system if those operating and maintaining the building have no idea how to use it. This means the handover process is a key factor to get right. Some of the considerations to take into account include:

Who needs to be involved in handover. This should include all users, stakeholders and parties who have an operational responsibility over any new installations.

Handover should include training so each user understands the system, how it is connected to other systems in the building and what they need to do as part of their ongoing responsibilities.

Comprehensive operation and maintenance manuals should always be to hand if needed. Clarify who will provide these, will they be easily understood by those who may need to use them and where will they be stored. Keep in mind it is not just users and operators who may need to access this information but other engineers and consultants for future works so this information should be digitised if possible and available in a range of formats.

Check all warranty terms and make a plan for how these will be communicated to all relevant parties, where they will be stored and how will they be redeemed if necessary.

Reconciliation of all commercial and financial matters. Ensure payments are made and contracts have been fulfilled according to the agreed terms.

Update records. All plant and equipment are assets and each building should have a digital asset register. These should be updated with the new assets and lifecycle and maintenance reports should also be updated accordingly. These updates should also extend to any digital models of a building and, if necessary, updated EPC ratings issued.

Post project reporting and evaluation. It’s important to evaluate each project – what went well and what could be improved to ensure an ongoing cycle of improvement in processes for all stakeholders.

Careful planning, monitoring and a commitment to sustainability should ensure successful outcomes for clients while minimising costs and maximising performance.

Contact projects@resero.co.uk to find out how we can assist with your M&E project requirements.

The sad misuse and waste of EPC data

Wed, 14 Jun 2023 12:26:17 GMT

This article was also published in Estates Gazette. For the PDF please click here .

What’s in an energy performance certificate (EPC)?

The answer is data. Lots of it; collated and stored in a standardised and comparable format for almost every building in the country.

In most sectors this would be the starting point for impressive data analysis and insight. The building blocks of technology that could accelerate progress towards the target of net-zero carbon emissions by 2050.

This is not the case in the UK.

Why not? Because the government has failed to join the dots on its own policy.

By mandating Minimum Energy Efficiency Standards in England and Wales the government has placed EPCs as one of the central planks in its net-zero carbon strategy for at least the next seven years.

The legislative landscape dictates:

a) You cannot take a property to market without an EPC

b) You cannot legally rent your property without a valid EPC of a minimum standard. That standard is currently an ‘E’ but the government intends to increase this to a ‘B’ in 2030 (only 18% of properties currently reach this standard). Those buildings unable to meet this standard must apply for exemptions at least once every five years.

c) Finally, the EPC must be registered on a central register. Once registered, no information from the EPC model can be shared except a link to the EPC certificate on the central register – i.e. what I would describe as the fridge magnet label.

This effectively means a property owner has no right to understand how an EPC assessor has arrived at that EPC rating, despite the fact it can have a huge impact on the value of the building and the owner’s ability to sell or rent it.

This seems contrary to reason, reduces transparency and limits a purchaser’s ability to easily validate EPC accuracy within the system.

What is an EPC?

An EPC is an asset rating that tries to compare a building’s performance on standardised terms. It is effectively a prediction as to how much energy your building should, could or would use on any given day based on things like how it is heated, cooled and how it was built compared to a reference building.

It requires energy modelling expertise to produce an EPC and these computer-simulated models come in simplified versions or more dynamic and advanced versions, where you can do far more than just produce an EPC.

I have for many years argued that the sector has failed to understand the importance of the data contained within an EPC and the level of skill and expertise required to produce accurate results.

Instead, the sector has treated them as a tick-box exercise with a race to the bottom on costs. As a result, there are quite a few EPCs out there that I will guarantee are not accurate. This is often to the detriment of the landlord, and potentially the value of the building, as many modellers use defaults and worst-case scenarios in order to complete EPCs quickly and maintain tight cost margins.

The need for digital data in commercial real estate

This is also a sector where building data is rarely digitised. When it is, it is usually in pockets and held in systems that can only be accessed or understood by the professional collecting it. But the EPC system has already dictated that vast amounts of data about a building be collated, digitised in a standardised format and stored.

By contrast, the government mandates Building Information Modelling (BIM) and therefore the sharing of data in areas such as construction on government projects but when it comes to EPC and net zero it prohibits this.

I confess I am not a disinterested observer here. My company resero and its sister company EDGE APM have, for the past year, been developing software designed to help our clients rapidly assess their risks at scale. We needed solutions for sometimes hundreds and thousands of buildings where it is simply not economically feasible to employ hundreds of consultants to carry out detailed feasibility surveys (particularly given that these consultants are pretty scarce these days).

Being well versed in energy modelling and the world of EPCs we knew the type of data held in those models. Given that almost every building in the UK needs to have an EPC we felt this was a good place to start.

Unfortunately, unless the landlord or owner of the building has been particularly forward thinking they will not have asked for the energy model from whoever did the EPC in the first place.

In theory this shouldn’t be a problem as much of that data is stored in the government’s central register and the data can be exported as XML files. Unable to believe that this was not classed as public data I asked for a meeting with the Department for Levelling Up, Housing & Communities.

We were told that they could not legally release that information even to the owners of the buildings (who had paid for the data to be collected and submitted).

Not only this but there was confusion on the part of civil servants as to why we should think the data so important as to want access to it.

Controlling your own data

I find it strange that the government has set up such a useful data gathering exercise (and spent millions implementing it) but appears to have no idea how they might be able to use that data to best effect.

There is a slight ray of hope. As part of the various consultations and responses going on around EPCs across both domestic and non-domestic buildings we have heard this does include opening up the data. We are continuing our discussions with the department to explain how we would use this data to benefit our clients and their net-zero ambitions.

While the debate about operational energy ratings vs predicted energy ratings rumbles on perhaps the first fight should be that the data collected on a building and used to judge that building’s worth in the market should, at the very least, be made available to the owner of the building and to potential purchasers.

In the meantime, forward thinking REITs and funds may want to change their EPC procurement policy to ensure they also have access to the EPC model for every certificate they commission. Consistency across the sector would be helpful and the Better Buildings Partnership (BBP) is driving voluntary leadership by developing a standard EPC procurement framework ... hopefully this will enable them to leverage the value of this underlying EPC data.

For more information on our unique software or our sustainability and net-zero carbon planning solutions get in touch on info@resero.co.uk or +44 (0)1743 341903.

Regular technical auditing and buildings insurance

Tue, 18 Apr 2023 10:30:19 GMT

Very few commercial building owners or managers would argue against the need to purchase buildings insurance but climate change is making it more expensive.

Severe weather events such as storms, floods and heatwaves are now more frequent and causing more damage; while a weak pound, lack of skilled tradesmen and building supply chain problems means the costs of repairing damaged buildings are much higher these days.

Dan Berry, chief underwriting officer of Global Risk Partners , a leading UK insurance broker, says insurers are looking to increase rates and build a “large loss fund” to guard against future large event losses. He points out insurance premiums have increased every quarter since 2018 in the UK and landlords looking to minimise the cost of their insurance premium will need to provide extensive information about their property.

“Underwriters are typically looking for additional information to help them in pricing renewals, so be prepared to provide extensive information about your property, for example structure details, alarm specifications and evidence of fixed wiring and electrical installation inspections,” Berry says.

“Businesses who are able to provide this additional detail give underwriters the opportunity to apply discounts to moderate premium increases, whereas underwriters will need to assume the worst-case scenario where these answers aren’t forthcoming,” he adds.

Managing the risks

This is where resero's Technical Asset Management Service can help. A key part of our service includes quarterly audits and site inspections by engineering experts.

We use a consistent methodology to assess the building and contractor performance across a range of areas from statutory compliance to best practice in operation and maintenance. Reports use an easy-to-understand red, amber, green (RAG) rating system to highlight the highest risk areas alongside suggested improvement measures.

This not only flags potential areas that could invalidate a buildings insurance claim but can also provide the data building insurers require when resetting premiums.

Ensuring buildings, and their owners, are protected in this way is often overlooked in the daily hustle and bustle of managing the building. Dealing with tenant needs alongside other multiple demands means it’s almost impossible to assess and mitigate risk without an independent audit.

Peter Hull, one of our Technical Service Engineers, says he picks up many dangerously neglected items when he carries out audits. Failure to adequately test fire protection systems and electrical systems are more common than you would expect, he adds.

Fire and electrical systems are high risk areas

Fire remains the top cause of all insurance claims and are the most costly. It also carries the highest risk to health and safety as the Grenfell Tower tragedy and others have repeatedly showed.

Peter says in the first instance it’s important to ensure the maintenance contract is fit for purpose. A poorly worded contract is often a source problem as building managers assume testing is part of the contracted service. However, if it is not specifically listed then it’s unlikely the contractor will be factoring it into work schedules and quotes.

Property owners also need to demonstrate they have taken adequate steps to ensure statutory compliance has been met. Simply ordering a test to be done doesn’t suffice unless there has been a follow-up process to ensure works are satisfactorily completed.

Technical auditing approach helps reduce risk and improves building data

This is just one reason resero would argue an independent auditing regime should be an essential part of building ownership.

Peter states: “I’ve found work orders not specifying what needs to be checked; engineers doing visual checks but not the full checks (which require shutting off the electricity); or an engineer undertaking checks without the necessary qualifications to inspect electrical systems.

“These tests are essential. In many cases, when we have asked and overseen the system to be properly tested, it has revealed it wasn’t set up correctly which can have potentially dangerous consequences. For example, plant and equipment doesn’t shut down when it is supposed to, or fresh air is still being supplied to a possible fire location.”

Buildings are dynamic environments, refurbishment projects, breakdown repairs, maintenance works, and tenant activities can all lead to potential ‘non-compliance’ issues and high-risk situations.

Resero audits buildings every quarter and uses software to ensure all outputs are consistent and accessible for a range of stakeholders. We automatically track historic issues, actions, and outcomes alongside implementing improvement plans as and when necessary.

Resero's audit inspection regime is a comprehensive risk management system that is consistent, comprehensive and allows peace of mind. For more information on using an audit strategy watch the above video.

For more information on our holistic approach to Technical Asset Management please get in touch info@resero.co.uk .

A week in the life of our technical asset management team

Thu, 30 Mar 2023 13:17:51 GMT

Our Technical Asset Management (TAM) team is responsible for translating technical engineering knowledge into a comprehensive understanding of a building's financial and environmental impact, working with various clients to ensure their buildings are efficient, sustainable, and well-maintained.

The role of a TAM member can be incredibly varied, with each day focused on a different task or location. To help give some insight into the team, we asked Associate Director Tom Kebble to talk us through his week.

Start of the week

I had a quarterly meeting with contractors who work across a number of our clients. At these meetings we discuss any issues we might have with their service delivery and if they have any problems with the processes or instructions they receive from us. We go through a selection of the buildings we are working on together and discuss any risks, operation and performance issues or challenges as well as any innovations or new products on the market that might be worth considering.

I find these meetings are crucial for ensuring we are proactive in picking up potential problems and heading off crises such as a boiler going on the blink in the middle of winter. It’s also really important for maintaining a good relationship with the contractors so there’s a sense of mutual respect for one another, this helps us get the best service from them for the client.

Midweek

I undertook a PMR (Planned Maintenance Report) for a client’s building.

A PMR is essentially a cost plan for a building over 5-10 years. It focuses on a business-as-usual cost scenario. So, for example, based on the age and condition of the existing plant in a building, I need to estimate when it's likely to need replacing or major repairs.

First though, I need to assess the current condition of the building's mechanical and electrical assets. Some of this will already have been done when we took the building on through our mobilisation survey, so the first thing I need to do is check our digital asset register for the building to make sure it’s up to date and detailed enough. If there are any gaps or I know repairs have been done, then I use my next site visit to add more information.

I spend some time working out a realistic plan for this building. I need to factor the current asset strategy and avoid loading all the costs into a single year as that will be unaffordable for the client.

The generation of the cost plan itself is relatively easy owing to the EDGE APM software we use. Based on what I’ve put into the asset register it automatically generates the cost plan and codes all costs against the RICS new rules of measurement as well as SFG20 codes which means both the contractors and engineers as well as the property managers and surveyors can make sense of it.

The costs are already in the system as a combination of industry standards and our own cost library detailing real and recent project costs to help improve accuracy. Once the system has generated the cost plan I just need to go through it and make sure it all makes sense. I send the PMR to the client and the managing agents for the property and arrange a follow up call to discuss.

I then spend some time analysing the closed-loop water system chemical and microbiological analysis for another building over an 18-month period. We needed to establish a trend from the results and identify any events that would have had an adverse impact on water quality along with recommendations. I worked collaboratively with other specialist consultants involved.

End of the week

I travelled to London to visit a building and carry out a site survey as part of the routine auditing process we offer our clients. I meet the site management team as well and the contract manager for the mechanical and electrical services in the building. By conducting a physical site survey of equipment as well as reviewing maintenance records in order, we build a picture of current service delivery and highlight any risks to the client.

One of our roles is to provide a bridge between the technical (i.e. in this case the contractors) and our non-technical clients who are usually asset or property managers. It’s a good way for our clients to have confidence that what should be happening in the building is actually happening. We check the building is legally compliant across a whole range of areas such as health and safety, fire prevention, legionella contamination etc. We also check if the contractors are doing everything they should be under the terms of their contract and (if the client has asked) across a range of sustainability metrics such as operational controls to improve energy efficiency etc. It means I need to be up to date across mechanical and electrical engineering, all the legislation as well as the history of each building under my remit so I know when renovations were done and what might be causing any current issues.

I finish up by looking to next week and if there are any buildings I need to visit and talk with the rest of my team about their week and any questions or issues they might have.

As a member of resero's TAM team, you can expect your work to be varied, challenging, and rewarding. We're always looking for innovative and dynamic individuals to join us, so if you're passionate about sustainability and have the skills and experience required, we encourage you to check the careers page for more information.

Free guidance note on MEES and lease renewals

Wed, 15 Feb 2023 20:03:53 GMT

The government's minimum energy efficiency standards (MEES) only applies if there is already a valid EPC in place .

If there is an EPC, then you cannot let a building where the EPC is F or G rated. From 1st April 2023 you cannot continue to let the building where the EPC is F or G rated. In both cases exemptions apply.

MEES does not require you to prepare an EPC. Separate regulations (the EU EPBD) set out the grounds for when you must have an EPC. This dictates a building must have an EPC on construction, on sale, or rent to a new tenant.

If, during a lease, there has never been an EPC, or there was an EPC but it has now expired or is about to expire then you do not have to obtain a new EPC and therefore MEES will not apply.

However, if you do have an EPC and it is an F or G rating then from 1st April this year you must go through the MEES administrative process to show there is nothing economically viable that you can do to improve the rating and you must register an exemption.

No EPC = no MEES

It is worth noting that the government is aware of this loophole and is seeking to close it as part of its wider consultation on the future of the MEES system. This would require any rented building to always have an up-to-date EPC.

Additionally, in the latest independent policy review of all net-zero policies it was a recommendation that MEES should apply to all properties that were both let or owned.

Disclaimer

These are complex area of legislation and in all cases you should seek the advice of a solicitor.

To download a PDF of this guidance note click here .

References

Resero offers industry leading technical advice and services on MEES risk assessments and can plan and implement strategies to help your building achieve MEES targets. If you'd like to know more check out our services. Alternatively, drop us an email on info@resero.co.uk or call us 01743 341 903.

Mission Zero review - what it means for commercial property

Wed, 18 Jan 2023 17:09:13 GMT

Quick canter through MISSION ZERO - the review of the government's Net Zero agenda by Chris Skidmore MP - and what it says about commercial property.

Probably the first thing to say is not all that much! There is a far bigger focus on domestic buildings in the report. However, it confirms that govt should move forward with legislating for a minimum EPC rating of 'B' by 2030.

(This means those wanting to rent a building in 2030 would find it very difficult to do so if the building does not possess an energy performance certificate of either an 'A' or a 'B' rating. Currently only 18% of buildings in the UK reach this standard of predicted energy efficiency.)

No mention of the original proposal (that went out to consultation) of an interim target of a 'C' EPC rating by 2027.

It also says the methodology around EPCs should be updated regularly to more accurately reflect the swift and ongoing changes in technology. This is needed as it took far too long for EPC ratings to reflect the rapid decarbonisation of the national electricity grid compared to gas usage.

It also backs up our approach that every building should have a dynamic simulation model which is updated as changes are made to the building. This means its energy performance rating can be checked at any time and strategies amended as required.

There was nothing on legislating for operational energy ratings, which will feel a glaring gap for many people. Instead the recommendation was the government should force businesses to take up recommendations from ESOS (energy savings opportunity scheme) audits to improve energy efficiency.

More government funding needed to purchase heat pumps

There was very little on embodied carbon other than a recommendation the public sector should be helped to take a lead on a range of areas such as having to buy sustainable building materials and the government should move faster on implementing the Future Buildings standards and its Construction Playbook which requires whole life carbon assessments of every project.

There should be more government funding for SMEs and big business to undertake innovative energy saving measures and more tax incentives for the purchase of energy efficiency products such as heat pumps.

Quite a lot of focus on the UK becoming a global centre for green finance including a review and recommendations on how to make the UK a global hub for professional services (such as legal, accountancy and consultancy services), climate and nature data and analytics and innovative product development to support a green finance system.

Awaiting the government response

It’s been universally welcomed by industry - particularly its conclusion that the economic benefits of net zero outweigh the costs.

Quite how much weight the current government will put on this review and its recommendations is unclear. Grant Shapps gave it a pretty non-committal welcome and it's notable that the author, Chris Skidmore MP, a former Tory party loyalist, has said he will not stand as a Tory MP at the next election. A full government response is expected in March.

For most of us the uncertainty around government policy in this area continues. However, this report is comforting given what has felt to be a lot of back pedalling on net zero by the Tory party ever since Boris Johnson left office.

Read the full report .

EVORA EDGE offers industry leading technical advice and services on net-zero carbon strategies for both individual buildings and portfolios. If you'd like to know more check out our services . Alternatively, drop us an email on info@resero.co.uk or call us 01743 341 903.

What is technical asset management?

Mon, 21 Nov 2022 15:05:40 GMT

You may have noticed that our website has a new look. It’s not plastic surgery – more of an updating of the wardrobe to better reflect who we are now.

Recently we have concluded that what we do can best be described by the term technical asset management - translating a technical understanding of how a building works into an understanding of its impact on financial and environmental performance.

What does that mean and how does it help?

It’s easiest to explain through the story of a building.

The story of a building

Let’s imagine this building. It is big. It was built a long time ago and it’s located in the middle of a bustling, thriving city. There are a lot of people who spend a lot of time inside it almost every day.

It is being sold and an investor is considering buying it. She needs to feel certain the building will make money down the track. This is important because a lot of people’s pension pots are depending on it.

She needs to understand the building’s impact on the planet as this has a knock-on impact on whether she can rent the building and how much she can charge for it. What will she need to spend to make it a sustainable building?

This building is full of complex engineering that has changed over time – none of which the investor understands. But she knows it is the engineering and physics of this building which determines how much money is required to run it each day; how easy it will be to reduce its carbon emissions and how pleasant it is to spend many hours inside it.

So, the investor asks a technical asset management consultant to help her make the decision.

Buying a building

The consultant is an expert in mechanical and electrical building services engineering. He dons a high viz jacket and a hard hat and starts investigating the bits of the building that most people don’t see - the plant room, the ceiling cavities, electrical junctions and the roof etc.

He takes photos and writes endless notes about what plant and equipment is there, how it works, how old it is, how well it’s been maintained and how easy it will be to buy replacement parts if it breaks down.

All of this goes into the consultant’s computer as a digital list (or ‘asset register’).

This helps him build a computer simulated version of the building (a digital twin or dynamic simulation model) in specialist software. Using this cyber version of the building he experiments with different scenarios - how the building is likely to react in a heatwave, in a flood, during a power cut.

He also tests out what would happen if different equipment were put inside the building – ie if all the lightbulbs were replaced with energy efficient lighting. It helps him understand that while it would save carbon emissions and electricity it would also mean rooms will be colder so he has to factor in more heating, for example.

He uses this cyber version to see which energy performance certificate (EPC) rating the building will achieve after the changes. The building needs to get a good rating or the investor will not be able to rent it in eight years’ time.

Using this virtual model the consultant can understand what changes will need to be made and by when to ensure the building no longer has a negative impact within the desired timescale.

Using different software he then proceeds to cost everything up with a proposed timetable – wherever possible he makes sure that any switch to energy efficient systems is done when existing plant is at the end of its economic life to reduce costs and embodied carbon.

The consultant can now tell the buyer just how much money she is likely to have to spend on this building and when. This helps her work out how much money she wants to pay for it.

Owning the building

The figures look promising; the investor decides to buy the building. She asks the consultant to stay on to help her manage this valuable asset.

He visits the building four times a year – adding more detail to the asset register each time. He checks that those responsible for maintaining, cleaning and managing the building are doing it properly. He looks at the energy data and compares it to seasonal benchmarks over the year. He works to understand how and why the building is using energy.

He also knows the world and technology is changing rapidly. He educates himself on the latest changes and looks to see if it can offer new solutions for the building. He reviews the original cost plan and keeps reviewing it each year in partnership with everyone involved in the building such as the building manager and the contractors. He makes sure he uses the learning from real and recent projects to sense-check costs.

He highlights which costs can be included in service charges to tenants and which costs will most likely need to be paid by the landlord. He converts all the costs into the financial language the investor uses (she trained as a surveyor) so she can more easily work out the impact on value and returns.

Improving the building

The changes are agreed. The consultant now moves onto preparing for and overseeing the work that has to be done. He plans meticulously – preparing detailed specifications for contractors, collecting their quotes and selecting the best value for money and sustainable options. He keeps everyone updated and informed. He tries to limit the impact on those inside the building doing their work and those outside the building who are walking or driving past. Every risk has to be thought about and planned for. Budgets and deadlines need to be met.

Once the work has been done the new information needs to be entered into the asset register. Those who operate the building, clean and maintain the equipment need to understand how to use the new equipment and what to do if it stops working. He updates the digital twin and issues a new EPC if required.

Now the consultant again turns his attention to the energy data – making sure those predictions of the computer simulation are in line with what is actually being delivered. Any deviations need to be understood, discussed, thought about and fed back into the model and processes. This helps prepare the building for achieving any operational energy rating the owner may want to target such as NABERS UK.

There is now so much data about this building in the consultant’s laptop it is bulging at the hinges. He spends time analysing it, seeing patterns and connections and creating new solutions based on the insights being generated.

As the building improves, so does his knowledge and understanding of it. They are now like an old married couple who know each other so well they can predict how each other will behave in certain situations. Issues can be resolved quickly, changes made more rapidly.

Selling the building

One day the investor decides the time is right to sell the building and reap the expected return. She asks the consultant to help her tell the new buyer all about the building – the work that still needs doing, the risks that have been identified, the current and future expected performance.

The consultant knows the information he has built up about the building is extremely valuable to the new owner so he packages it up in a way the new buyer and their consultants can save it into their systems – reducing the time and money they would have to spend to obtain the same information. Passing on knowledge means the new owner can continue improving and adding to the building’s story.

This is what it means to do technical asset management consulting. It means to know and care about each building you look after – its history and its future.

If you'd like to know more about resero's services and approach please check out our services page. Alternatively please drop us an email on info@resero.co.uk or call us 01743 341 903.

Why our recruits from the armed forces are such an asset to resero

Tue, 25 Oct 2022 12:49:14 GMT

Career changes can be challenging, particularly for those leaving our armed forces and looking for civilian work.

However, here at resero, we have found ex-forces employees have brought to the team some invaluable attributes including a strong work ethic, key engineering skills, a willingness to learn and adapt alongside a sense of camaraderie that fits well with our company culture.

We spoke with two of our ex-forces employees from the Technical Asset Management team, Natalie Aixill and Peter Hull, to ask them what their journey from joining the armed forces to working with resero has been like and how the skills learned in their time serving has helped them.

Talk me through your career journey - why did you want to join the armed forces and when?

Natalie : Growing up in Cornwall I was always surrounded by military connections. I visited family on army bases throughout my childhood and had ancestors who served in both WW1 and WW2. The girls at school all wanted to do hair and beauty or childcare but that didn’t feel right for me. The opportunities the Army offered, around travel and paying for me to achieve education qualifications rather than accumulating student debt, made it an attractive option.

Peter : I never had any intention of joining the armed forces when I was growing up. Unfortunately, I didn’t pay attention at school and didn’t do very well. So, when I was 16 my dad, who was an army veteran, took me to the armed forces careers office. I completed the psychometric test for the Army and was offered the roles of rifleman, tank driver and chef. None of these interested me, so instead I got a role with my older brother as a labourer for a roofing company.

I spent five years with the company and ended up in the role of supervisor before I really started thinking seriously about prospects and the roles I wanted in the future. That’s when I went to the armed forces careers office for a second time – this time to join the Royal Navy. I’d been inspired by a friend of mine who had told me about his time travelling the world on submarines. I was offered a few roles and chose Weapons Engineer onboard submarines.

What were the highlights of service?

Natalie : My highlights were travelling the world and getting taught how to ski, kayak and canoe - all whilst building lifelong friendships.

Peter : The highlight I was hoping for was to travel the world but in 12+ years of service I only spent 12 days in Florida and even then I was on 12 hour shifts. The real highlight ended up being the friends I made. Even though we now live hours away from each other, we always make time to meet up.

And the biggest challenges?

Natalie : Initially the biggest challenges were the operational tours to Iraq and keeping on top of fitness and physical tests. But I found the toughest challenge was when I became a parent and had to juggle military life with home life.

Peter : I initially struggled with the decrease in pay and going from weekly to monthly wages. My partner at the time had encouraged me to join the Royal Navy but we split up about six months later. It can be a real struggle to maintain relationships when you’re always hundreds of miles apart, often with no way of communicating. This becomes even more intense when you have children.

Why did you decide to leave?

Natalie : I originally left for a space of four years to raise my two boys the best way I could. When they went to nursery I re-joined and did another three years until I sustained a serious injury which meant I had to be medically discharged.

Peter : My last patrol lasted 132 days underwater. I missed my partner and children so much during this time that when I returned I decided it was the right time to find a new challenge closer to home.

What was the most challenging part of transitioning out of the armed forces?

Natalie : The fact there was no longer any job security or benefits. The work ethics were different in my new job and the sense of humour was hard to adjust to.

Peter : The challenge for me, and I think for most service leavers, is understanding what our skills are and how we convert them to civilian understanding. I didn’t want to waste any of the funding for training only to then change sectors again. Luckily my first role after leaving was alongside another veteran which really helped. Having to change role only a year and half later was scary with a family dependent on me.

Any tips for others considering doing it?

Natalie : Take any course available to you and try to use as much of the excellent education services and funding you can.

Peter : My biggest tip for leavers is think big! You don’t understand how valuable and sought after the skills learned in the armed forces are. Also plan early. Reach out to individuals that have left and already completed the process. It will help your decision making so you can maximise your training decisions and create effective job applications and CVs.

How have you found civilian working life with resero?

Natalie : Working with resero has been great. The sense of humour and social side of the company are very similar to the military. The company summer function was a team building day kayaking on the river and there’s a black-tie event scheduled in for our Christmas function. The working environment is more relaxed and I do feel I’ve now achieved the work-life balance I was after. Education and training is at the forefront of resero's agenda. Within my first six months I'd already completed a Mental Health course and am currently on a FGas course. I’ve got another two engineering specific courses programmed in for the near future.

Peter : I did find it a little strange to begin with as there’s a lot of homeworking which was a bit of a culture shock even after the pandemic. But having a designated office space will help with this which is coming soon. I would absolutely say resero has been a positive place to work. I have had great support from everyone within the company throughout my first year and have been able to give the same to others. I really appreciate the ‘no-stupid question’ mentality here.

What is your role at reser and how is it different to your previous work?

Natalie : I’m in the technical asset management team working as an engineering consultant. My main role is to audit contractor performance across a portfolio of complex, commercial buildings and provide technical support and expertise to a range of stakeholders such as the contractors, facilities managers and asset managers.

I like that it allows me to travel to various cities and meet lots of people. It is definitely a steep learning curve from my previous role as an Electronics Technician fixing armoured vehicles and radars and managing soldiers, but the support is there to help me succeed.

Peter : My role is similar to Natalie’s. We audit mechanical and electrical service providers in large, commercial buildings ensuring maintenance is completed according to the contracts in place and relevant legislation. I also have to vet quotes from contractors ensuring they are accurate and priced fairly. Probably the biggest difference between this role and working in the Royal Navy is budgeting. The cost to repair or replace anything within my role as Engineering Supervisor onboard submarines was never questioned, with majority of items reaching 100k+. So, gaining an understanding of budgeting around quotations and building management was a new skill for me. Another was adapting to working from home. It hasn’t been without its challenges but the big positive is it allows me more family time – I’m able to take my children to school for example.

What are your hopes for your future career and how do you think this work will help you achieve it?

Natalie : I would like to become an appointed person for the company, in the expansion of our delivery, supply and project management of sustainable energy sources, solar and wind, also to expand our recruitment facility by attending recruitment fairs and roadshows.

Peter : I never gained any qualifications from school and only developed these within the Royal Navy. But now I want to take it further and complete a degree in engineering. I have already discussed this with management and have been encouraged by the offer of funding and protected time to attend campus. I think I would struggle to receive such support and assistance from other employers.

If you have engineering experience and are looking for a career outside of the armed forces do get in touch. Resero operates an ‘always on’ recruitment policy. If we have no roles instantly available we are happy to keep your details on file and can offer shadowing days for you to get a feel for the type of work we do until we have a role available. Click here for our current positions available.

My career as a female engineer has taken me all over the world

Thu, 23 Jun 2022 09:52:30 GMT

I have been an engineer for almost 20 years now and it’s taken me all over the world – from Jordan and Iraq to Germany and Canada - and I love it.

I first wanted to be an engineer when I was at school. I was raised in a family with strong military connections and a number were mechanics. I was always pushed to achieve a trade. Originally, I wanted to become a helicopter and air systems technician, but pathways changed within the Army and land systems became the way ahead for me.

I started my career in the British Army as an Electronics Technician in the Royal Electrical and Mechanical Engineers working with armoured vehicles and radar systems. As you can imagine, being a woman in the army comes with its own challenges. To be a female engineer in the army was a true test.

Proving myself

There was always the sense I had to prove myself, my worth and my ability, ten times more than everyone else. I would take failures far harder than the men who were my peers, but on the other side I could also celebrate my wins and achievements more than most and feel they were truly deserved.

There have been some incredibly difficult moments in my career, particularly when working in male-dominated Arab societies, but my training throughout was second to none. At one point, when working in the Middle East, I was almost sold off to the locals for three goats and a camel. I wasn’t amused - I was sure I could have fetched at least two camels!

I quickly learnt the art of the male sense of humour to help me fit in and be accepted as a worthy team member, engineer and colleague, firstly as a soldier and eventually as a leader of men and women within a technical field. I stayed with the army for a successful 12 years and since leaving, my knowledge has continued to grow. I worked in the British Embassy in Amman as a Technical Supervisor and then with Amey as an Operations Manager, overseeing the technical running of various military sites across central UK.

I’m now working here at resero as a Technical Services Engineer, spending my days in the plant rooms of commercial buildings and developing my knowledge about sustainability and how to overcome the challenges we face in this area.

I am learning and developing all of the time and the team here have really welcomed me and understand that new processes need new learning curves. I’ve enjoyed the close-knit relationship we have as a company and the support I received during a difficult time earlier in the year made me see that there is a bright future. The working ethos that resero hold is also nothing I’ve seen before, and the charity help the company provide is something to be proud. More businesses should definitely look to adopt this.

Being an engineer and a mum

My greatest achievement as a woman in engineering has to be, completing my courses and qualifications alongside being a mother to my two boys. There is a misconception that you cannot have a family and be an engineer at the same time but I’m proof you can be both if you set your heart and mind to it.

For me, Women in Engineering Day is about taking the time to feel proud that I’m playing even just a small part in showing this is a viable career for women and hopefully creating a positive image of the sector and helping inspire a future generation of female engineers.

I passionately believe that having a more inclusive engineering sector is fundamental to our ability to develop better and more global sustainable technology-based solutions to combat the climate and energy issues we are facing.

Some of the greatest inventions to date were created by women yet still we find ourselves constantly battling the common stereotype that engineering is not a female career path and it remains a heavily male dominated sector.

I’m excited to see those ratios gradually changing (the current percentage of women in engineering today is only 16.5% but that is still an increase from 10.5% in 2010) and it is steadily becoming a more popular career option amongst female school leavers.

A career as an engineer is about continuously adapting to keep up with the technological advances that are happening at a phenomenal rate across the world. There will always be something new to learn or something to fix and I’m forever looking for new courses to expand my engineering knowledge.

The career opportunities and pathways are endless. If your head is full of inventions and ideas; if you have a passion for fixing things and a keen eye for problem solving then an engineering career is the way forward. I would say to all those girls out there considering it – do it and show the world that women do have a major place in the engineering field.

Find out more about working for resero and the opportunities available on our careers page . Alternatively please drop us an email on info@resero.co.uk or call us 01743 341 903.

Giving back to our local community might also help our recruitment challenges

Mon, 14 Feb 2022 20:56:37 GMT

We’ve been giving a lot of thought to recruitment in the past few months and how this intersects with the ‘social’ aspect of our ESG policy.

Resero has expanded rapidly over the past few years but in doing so we have become acutely aware of the deep skills shortages facing our sector. There are just not enough building services engineers, building services technicians, building physicists and energy modellers globally, let alone in the UK.

A recent survey of specialist contractors in the UK construction industry by the Building Engineering Services Association (BESA) found more than half (52%) had unfilled vacancies because of a shortage of applicants with the required skills and qualifications. It is estimated that more than 200,000 experienced workers have left the construction sector since the start of the pandemic.

Mixing skillsets

We face an additional problem because what differentiates resero is that our consultancy straddles what are often siloed skillsets. We combine knowledge of mechanical and electrical engineering systems with that of sophisticated digital twins and energy models. We are increasingly drawing on the skills of software developers, data analysts, surveyors and valuers as we strive to develop solutions to some of the biggest challenges facing existing commercial properties.

Anyone who joins us usually has a learning curve in at least one of these areas making the recruitment task even more difficult.

But this also means we can offer a challenging and enjoyable career step for those wanting to learn new skills and apply them in a sector where millions of pounds are at stake and the sustainability impact is tangible.

As consultants we can also act as the final rung of a career ladder that should be a powerful driver for social mobility. Consultancy is traditionally seen as a degree entry sector, but we no longer see that as the only point of entry. There is real value in the practical knowledge and experience of those who have grown up in and around the plantroom. This experience ensures our technical solutions, proposals and advice is informed by ‘real world’ understanding.

However, we do need our consultants to be confident when making decisions in high-risk situations, to be able to distill and communicate technical complexity to non-technical professionals, to write clearly and succinctly and be able to think outside the box for holistic solutions.

But how can we find and develop these well-rounded consultants when those early rungs in the career development ladder appear to be missing?

Growing our own

We looked first at developing our own internal career pathways and progression opportunities. We support the team to upskill, gain additional qualifications and professional membership with organisations such as CIBSE. We also require each member of our team to have a personal development plan to ensure they are thinking about how they want to develop their career so that we are all working towards the same goal.

We know employee wellbeing and engagement can be boosted by activities such as volunteering so we have supported our team to take 12 days of paid leave to undertake volunteer activities within their local communities.

But this got us thinking about community involvement and our social impact. Surely this can and should go beyond individuals volunteering? Could this involvement also help resolve some of our own recruitment challenges?

Investing in our local community

We have always worked flexibly, including home working and flexi-hours. The buildings we work with are located all over the UK and Europe for large blue-chip pension fund managers and property managers. This for a long time prevented us from regarding ourselves as linked or connected to any particular community other than our established professional community.

And our headquarters in central Shrewsbury, in a beautiful and peaceful spot overlooking the River Severn, is a lovely place to work but it often raises eyebrows in corporate meetings. Clients and partners expect our base to be in a major city such as London, Manchester or Birmingham.

Yet this location aligns with our values as an employer perfectly. Our offices are in the former water works ‘pump house’ building. It has become Shrewbury’s first net zero carbon office with biomass boilers, solar heating and solar PV. It is ten minutes from public transport and on connected cycle lanes but without the concrete jungle of an inner city location. This means we are able to reduce our company’s carbon footprint and support our team's mental wellbeing as they can take lunchtime walks along the Severn or commute in from beautiful countryside in less than 15 minutes.

As tenants in the building we are also supporting those landlords who are improving the sustainability credentials of their buildings. But we have realised we can and should do more.

Shrewsbury is a community at the hard edge of climate change. The town has been flooded numerous times recently. It’s progress on decarbonising the built estate is hampered by a lack of local knowledge, skills shortages and a lack of cohesion among all the stakeholders.

We have a duty to share our expertise with the community that houses us and take a leadership role if we need to. We decided to invest in creating the Pump House Knowledge Hub – a space in our headquarters dedicated to sharing knowledge and expertise for all those involved with sustainable buildings in Shropshire. We have set it up in collaboration with the University of Chester and Shropshire County Council.

Our initial motivation was to try and build momentum on the transition to a net-zero carbon in the local built estate. But we have also realised that this could be a vehicle to help us secure a long-term pipeline for our recruitment needs.

Our involvement with the university is leading to student placements, input on course development and opportunities for research projects. We are making connections with other local training organisations and working to help them understand our needs as a local employer.

Building a virtuous cycle

We have just made our first foray into the world of apprenticeships with a business support apprentice. Once we have our internal systems set up, we want to investigate the options around offering engineering apprenticeships to local students and job hunters.

I’ve also been making time to accept appointments to local boards and organisations - the Shropshire Business Board, the buildings working group for Zero Carbon Shropshire and a board member on the CREST industry advisory group.

Through this I’m making connections with other local employers in this sector. My hope is that together we can start to build an attractive career pathway for building services and energy engineering in Shropshire.

Our hope is that we can develop and retain skills in the area and potentially even attract talent from nearby urban centres who want to live in an attractive, tight-knit, rural community but still progress their career. This in turn boosts the local economy and so it becomes a virtuous cycle.

We are at the very beginning of our journey of understanding how we can improve our social impact and meet our business needs at the same time. We are not experts but figuring it out as we go along.

However, the scale of the task facing us in decarbonising the built estate by 2050 cannot be underestimated and I’m increasingly of the view that neither can it be separated from the task of regenerating and strengthening local communities and developing the skills required for a greener and more resilient economy.

Find out more about working for resero and the opportunities available on our careers page . Alternatively please drop us an email on info@resero.co.uk or call us 01743 341 903.

Resero launches the Pump House Knowledge Hub

info@resero.co.uk (Holly Champion) — Thu, 23 Sep 2021 06:33:51 GMT

Resero is excited to be launching a new venture designed to accelerate progress on net-zero carbon and sustainable buildings in Shropshire today.

The Pump House Knowledge Hub in Shrewsbury is dedicated to helping local organisations and businesses gain and share knowledge, obtain and offer skills training and collaborate on solutions to the challenges of making buildings both sustainable and healthy.

We are collaborating with the University of Chester on the project which has been supported by Shropshire Council.

Resero managing director Neil Dady said: “We know from experience just how complex and expensive it is to retrofit existing buildings to make them sustainable and zero-carbon. It is easy to spend a lot of money on things that sound good but just don’t work out on the ground because building engineering is so complex and decision making is done in silos.

“As a result, the sector is a long way from achieving net-zero carbon by 2050 and yet buildings are responsible for 40% of all carbon emissions.”

He said a core part of resero's ESG [environmental, social, governance] policy was the desire to give something back to the local community where the company is based.

“We decided that sharing our expertise and helping others do the same was one of the most useful things we could do.

“But we also want the Knowledge Hub to be a place where people can collaborate, get support and skills and begin to develop new solutions, products and services to help stimulate economic growth in the area.”

Academic expertise and business support on offer to collaborators

Resero and Shropshire Council, through an economic recovery grant, have together funded the refurbishment of the ground floor of the Pump House on Coton Hill to include a small conference centre, three meeting rooms and a lobby/exhibition area as well as high tech meeting and presenting facilities.

All those involved in the sector of sustainable buildings can apply to use the facilities for meetings, training, events or brainstorming activities. Users will either pay subsidised rates or will be able to use the facilities for free in exchange for contributing to the wider Knowledge Hub project.

In addition, resero and the University of Chester (UoC), through the University Centre Shrewsbury, will together host joint ‘knowledge sharing’ events for local organisations and people.

Academics from the university’s engineering, physics, chemistry and data science departments will make time available to hub users including talking through the latest research and evidence in a specific area, providing access to renewable energy demonstrations and lab testing of soil, water and air quality. UoC will also provide a certain number of days to the hub to help signpost any relevant grant funding available and provide business support.

Professor Paul Johnson, Head of University Centre Shrewsbury (UCS), said: “Here at UCS we are committed to playing our part in developing a sustainable future for Shrewsbury and the surrounding areas. We are pleased to be able to offer our academic expertise and business support to assist this project and look forward to helping others to achieve their goals.”

Free knowledge sharing sessions on offer

The invite-only launch will take place this afternoon with the mayor of Shrewsbury, Julian Dean, attending along with Councillors Dean Carroll and Ian Nellins as well as representatives from local organisations involved with sustainable buildings.

It will include a small number of knowledge-sharing sessions on topics which include Shrewsbury's low carbon heat network project, indoor air quality mythbusting and renewable energy and battery storage.

Resero and the University of Chester have committed to jointly hosting three to four free 'knowledge sharing' days on key topics such as heat pumps, indoor air quality and data and decision making. These will include technical demonstrations of sustainable technologies in action. The Pump House is particularly suited to this being one of the first low carbon buildings in Shrewsbury.

Local companies have already booked the space for metings and to offer vital skills training such as battery storage and renewable energy.

An action plan to help navigate future MEES risks

Tue, 06 Jul 2021 16:10:33 GMT

The future risks associated with the Minimum Energy Efficiency Standards (MEES) has cropped up in our conversations with clients more than any other issue lately.

The reason, of course, is the government’s intention (confirmed in the Energy White Paper 2020 ) to increase the energy efficiency threshold a commercial building must meet before it can be let. This will be a ‘B’ EPC rating by 2030, less than 10 years away.

Given the current threshold is an ‘E’ rating, and only about 12% of all buildings achieve a ‘B’ rating at the moment, this is causing widespread anxiety.

But to add to the general confusion the government is also consulting on the introduction of operational energy ratings . These may or may not replace EPCs for buildings over 1000 sq m or a hybrid approach might be introduced allowing those assets which do not have a B rated EPC to continue to be let provided they adopt operational ratings as a route to compliance.

Securing a ‘B’ EPC rating, or a good operational energy rating, will in most cases require fundamental changes to building services such as heating, ventilation and air-conditioning. This is likely to lead to capital expenditure by landlords.

Real estate advisors Gerald Eve , in partnership with lawyers Irwin Mitchell and resero, have produced a guidance note on this very issue to try and provide some clarity. Download the full document here .

Resero contributed the following action plan for landlords to help navigate the current uncertainty.

Let me explain this approach in a little more detail. For most landlords the issue is how they determine the impact of the spend required on that asset’s value. To do so requires information in three key areas:

What is the end goal for this asset – i.e. to be able to let the building in 2030, prevention of asset stranding or a net zero carbon pathway for 2050 for long term investment?
What changes are realistic in this particular building having regard to its current engineering design and tenant use?
How much of this spend can be reclaimed back through service charges? How much requires landlord investment, and when does the money need to be spent?

Building a dynamic simulation building model for each building

The first step is to have a dynamic simulation model (DSM), sometimes referred to as a digital twin, for each building.

Every EPC produced requires a building energy model to be built and there are two types of software used to generate these models – SBEM (simplified building energy model) and DSM (dynamic simulation model).

An SBEM model is built purely for the purposes of producing an EPC. A DSM is a model with far greater levels of detail and accuracy. Whilst it can generate an EPC it can also be used for a wide range of asset management purposes such as BREEAM calculations, climate change modelling and productivity metrics. It can also be adapted to undertake design work or run other simulations, such as the stress-testing of operational interventions. This would help secure improved future operational energy ratings such as NABERS UK.

DSM models are more expensive but offer flexibility and long-term asset management capability – key for navigating the current uncertain climate. It is not easy to convert an SBEM model to a DSM model, but it can be done by a skilled and suitably qualified modeller.

Determining which interventions are feasible

Sustainability consultants have a habit of estimating energy savings from blanket recommendations across building portfolios such as switching to LED lighting or installing PV (solar) panels on the roof.

But the engineering of each building is different and each change is likely to have a range of knock-on effects. For example, switching to LED lighting is always a good idea, but a knock-on-effect might be an increased thermal load (a requirement for additional heating). Therefore, any potential energy savings as a result of improved lighting needs to be considered alongside any potential increases to heating bills and even plant sizing. Smothering a roof in PV panels is of no use if engineers cannot physically get to the panels to clean or repair them and might even reduce future options to change HVAC systems.

By digitally simulating a range of interventions in consultation with contractors and engineers it is possible to understand the most cost-effective and realistic course of future action for each building.

The PMR and the ‘alternative PMR’

The real gap in the sector is linking strategies and proposed interventions with the planned maintenance costing processes for each building.

A Planned Maintenance Report (PMR) is a strategic asset management report. It provides the annual cost of repair and replacement of assets for the duration of the PMR term, which is usually for a 10-year period. Costs included in the PMR are typically recoverable through service charges meaning the emphasis is on repair or like-for-like replacement. A PMR does not therefore typically include the cost of changes that would improve the long-term sustainability and efficiency of a building as these are often not service charge recoverable.

Therefore, we have started producing what we call Alternative PMRs (APMR) alongside PMRs for some clients. This strategic document is aligned to the RICS New Rules of Measurement and includes the additional interventions and spend required to achieve a stated goal (either a target EPC rating or a net zero carbon pathway).

Impact on value calculation

The difference between the PMR and the APMR cost plan(s) is the potential impact on a property's value. This represents the additional sum of money that needs to be spent to realise a target.

We call this the ‘impact on value statement’ and it can be used to support an RICS qualified valuer with the valuation processes.

We also use a tool developed by the Carbon Risk Real Estate Monitor (CRREM) which helps us chart when a building will effectively become a ‘stranded asset’ based on existing energy use, proposed legislative changes and science-based climate change targets. This helps us understand whether the proposed changes and timescale will remove the risk of future asset stranding. CRREM has European capability allowing us to offer a PMR and APMR service in the UK but also on the continent - helping to ensure a consistent approach to asset management for pan European portfolios.

EPCs become a by-product of asset management not a box-ticking exercise

If the DSM model is updated whenever major refurbishments are completed, then the model is always accurate and could potentially accompany a building through multiple owners. This means EPCs can be generated whenever they are needed without the cost of rebuilding the model each time.

This is also worth doing because the methodology underpinning EPC calculations is updated periodically.

Why? Well, this is where it gets a bit technical. An EPC is an assessment of carbon emissions through predicted energy use. This is calculated through a National Calculation Method (NCM) using carbon emissions factors detailed in a document called the Standard Assessment Procedure, or SAP. These emission factors must be updated to reflect changes such as the decarbonisation of the national grid for example. We are currently overdue the most recent update to these factors called SAP10.1.

What it means is that, depending on the characteristics of a particular building, or unit within a building, the EPC band may change irrespective of any improvement works undertaken. Therefore, even if an EPC for a property is current (i.e. less than ten years old), it is worth doing regular validations to check if the EPC rating would remain the same if it were commissioned today.

Collaboration is key

It is really important that managing agents and property advisors work alongside building services engineers and lawyers to navigate our way through this complex and changeable terrain. That’s why resero were so pleased to have been asked to contribute to this guidance note. Only through collaboration and joined up thinking can we accelerate our progress on sustainability which has been painfully slow in this sector to-date.

Download the full guidance note her e.

If you would like to know more about our approach to managing MEES risks please contact acooper@resero.co.uk.

Resero appoints two non-executive directors

Tue, 16 Mar 2021 14:32:07 GMT

Resero are delighted to welcome two non-executive directors to our board – Graham Baxter and Adrian Willetts.

Graham Baxter is the former head of engineering for Aberdeen Standard Investments Real Estate Assets and brings with him a wealth of technical expertise and strategic understanding. This will continue to strengthen resero's unique offer in translating corporate sustainability targets into the consistent day-to-day operation and maintenance of large and complex building assets.

Adrian Willetts is a former partner at Bridgepoint Development Capital, the international private equity firm. Adrian joined Bridgepoint from PricewaterhouseCoopers (PwC) where he qualified as a Chartered Accountant. Adrian brings with him a wealth of experience from numerous board roles including GVA Grimley (now Avison Young). His appointment will help shape the financial management and growth of the business, building on our rapid expansion over the past two years.

Pursuing growth strategies

The appointments follow the agreed commercial separation of resero (previously EVORA EDGE) from EVORA Global which has enabled both companies to plan and pursue diverse growth strategies.

We have also set up a sister company, EDGE APM , to develop unique asset performance management software. This software enables EVORA EDGE to:

consistently audit the mechanical, electrical and public health services of a building and provide independent assurance that contractors are meeting their terms of appointment.
ensure assets are operating as safely and as energy efficiently as possible.

We are now also adding net zero carbon planning functionality to the software. Using the CRREM tool and science-based targets we can devise 5 -10 year (plus) life cycle cost reports. This helps landlords strategically plan and budget for net zero carbon by understanding which elements can be recovered through service charges and which will need capital outlay.

These developments, along with the appointments of Graham and Adrian as NEDs, means resero is improving its resilience and agility and continuing to grow its services to help fund and real estate managers.

For more information please get in touch info@resero.co.uk or call 01743 341903.

Heat network regulations update: do you need to install meters?

Fri, 19 Feb 2021 09:16:30 GMT

Heat networks are shared heating systems which are used where it is impractical or inefficient to have localised domestic boiler heating systems. They incorporate systems where water is heated or chilled at a central source (such as a boiler situated in a central plant room) and then channelled to customers through a pipe network for heating, cooling or hot water use.

There are two types of heat network. Communal networks serve a single building containing multiple customers, such as a block of flats or offices. District networks serve multiple buildings, such as a housing estate or university campus.

Many landlords of buildings that have a communal network are often unaware that they are classed as 'heating suppliers' under the heat network regulations.

In 2014 'heat' suppliers were obliged to notify the government when supplying heating, cooling or hot water to third party consumers via a heat network.

This latest update to the regulations requires 'heat' suppliers to undertake cost-effectiveness evaluations for the installation of heat meters by 27 November, 2021.

Different assessments depending on energy consumption data

The type of assessment that needs to be completed is dependent on whether the energy consumption of the building is known and if a quote for heat metering has been received. The Department for Business, Energy and Industrial Strategy (BEIS) has developed a tool to be used when undertaking the assessments. Heat suppliers must resubmit a notification every four years or when the building is bought or sold.

Three building classes

There are three different building classes covered.

Viable - meters must be installed - an example would be newly constructed buildings on or after 1 September 2022.
Open - a cost-effectiveness evaluation must be undertaken by 27 November, 2021. Meters must be installed if the result is positive - an example would be existing buildings which supply heating, cooling or hot water to third party consumers (such as tenants) via a heat network
Exempt - meters do not have to be installed - an example would be a building where heat is distributed by means other than hot water or the cooling system uses a transfer fluid such as refrigerant rather than water

Resero services

We can help with all aspects of the Heat Network Regulations including:

general guidance and advice
cost effectiveness assessments
reports in correct template for submission to BEIS
project management and consultancy on meter installation.

For more information please get in touch at info@resero.co.uk or call 01743 341903.

How vulnerable is your building to a cyberattack?

Tue, 08 Dec 2020 16:39:27 GMT

Imagine you are the manager of a building and you get an anonymous text announcing hackers have accessed your building automation system. If you don’t pay a ransom they will close down the building.

This is not a hypothetical situation, according to Stephen Cobb, a security expert at ESET . The tenant in the building was a medical centre. When the property manager refused to pay the ransom, the building services were disrupted.

Smarter buildings increase the risk

As buildings get smarter the risks around cyber security multiply and the scale of this problem could increase rapidly over the next few years. By 2024 the global market for smart buildings is estimated to be 10x larger than it was in 2016 as the internet of things (IoT) dominates the new plant and equipment being retrofitted into buildings. This has not gone unnoticed by hackers.

In January this year it was revealed a type of software used for access controls in buildings had 10 vulnerabilities . Security patches were not released quickly and they were adopted even slower. A wave of hacking incidents began where hackers used the system to install malware and then launch attacks on other targets.

On the hackers website White Rabbit there are several articles on building management systems (BMS) including one detailing 100 vulnerabilities in building management systems . BMS systems are also featured on Shodan, dubbed the scariest search engine in the world, which lets hackers find vulnerable devices in the world. In his blog Stephen Cobb outlines a search he did on Shodan in February last year where he found 35,000 vulnerable devices in buildings. This was up from 21,000 when he did a similar search in 2018.

Many buildings vulnerable to unsophisticated attacks

But surely, you might ask, an ordinary office building in a town or city will not be worth hacking?

That is exactly what the owners of a four star hotel in the Austrian Alps thought - between 2016 and 2017 their access systems were targeted four times by hackers who managed to lock guests out of their rooms . They demanded, and were paid, bit-coin ransoms.

The problem is hackers are a diverse group of people ranging from suspected state sponsored hacking activity through to clever teenagers in their bedrooms. Their motivations range from wanting money, wanting to disrupt systems to just wanting to prove they can do it.

Neil Farnham-Smith, who conducts resero’s digital connectivity and cyber security audits of buildings and says all those he has audited so far are vulnerable to even the most unsophisticated of hacks.

“It sounds boring but I see so many buildings where there are loads of IoT devices that have not been updated since they were first installed. Similarly loads are still using the manufacturer’s set password. These are the first, and most basic, lines of defence against any attack.”

Falling between mechanical and electrical teams and IT departments

Neil takes an audit of all the software in a building including computer hardware and network connectivity. He looks to understand what is connected to what and its function. From this he compiles a schedule of IoT connected equipment and identifies all unsupported hardware, any software updates and whether there is a need for further specialist vulnerability testing.

This helps building owners understand the size of the cyber risk they might be facing and if more specialist support or intervention is required.

He warns that high profile tenants will increase the risk of cyberattacks.

Government departments and national organisations such as the NHS and global companies are often targeted by hackers. In 2017 a casino was hacked via an internet connected thermometer in a fishtank. A building where Google was a tenant in Australia was hacked by security researchers who were able to access the heating and ventilation systems as well as floor plans and alarm systems.

The problem according to Neil is an ever increasing number of smart BMS systems and IOT connected computers that are falling through the gap between mechanical and electrical contractors, who maintain building services, and an organisation’s IT department.

Each ‘smart’ system in a building is usually installed by a different contractor. They will often have a specialist knowledge of the mechanical or electrical engineering side of the equipment but not the software or computer hardware elements of it.

“They’re not skilled at networking. Many will just pop out to a PC retailer to buy a machine and switch it on. They’ll also use remote access software that isn’t licenced for commercial use which opens up the building to another risk that managers and owners will never be aware of,” Neil points out.

Duplication and increased costs

He says in most of the buildings he has audited so far there is no coherent approach to the ‘digital connectivity’ inside. This not only introduces risk but also increases costs.

“The levels of duplication and unnecessary connections I’m finding is staggering. A lease line is an internet connection with a contracted level of service and it is very expensive. In one building I found two leased lines next to each other, both barely utilised. One was solely used for guest wi-fi in the reception area - a normal broadband line would have been more than enough to support that. When you add up the contract charges there are some reasonably significant sums involved.”

Neil says conducting a simple audit on the digital connectivity of a building is a simple first step that will instantly show the scale of the risks involved or the level of duplication.

“Often it’s just a matter of having someone with specialist knowledge looking at the building. Many of the changes aren’t actually that difficult or expensive to resolve, it’s just that nobody knows what they’re looking at or what to do about it.”

Top tips to improve cyber security

Neil’s top four tips on improving the cyber security and digital connectivity of your building

Conduct a digital connectivity and cyber security audit to get a feel for the scale of the problem
Appoint a contractor with an overarching remit on digital connectivity inside the building or ensure someone is aware of every ‘connected’ device and has responsibility for its ongoing security
Have a coherent security approach in place for all ‘connected’ devices which at the very least should ensure automatic updates and regularly changed passwords
Check how many internet lines are in the building and what is connected to them – are they all necessary?

For more information on resero's digital connectivity and cyber security offer please contact info@resero.co.uk or call +44 (0)1743 341903.

Why NABERS UK could change the sector dramatically and improve the path to net zero carbon

Tue, 01 Dec 2020 16:53:44 GMT

The launch of NABERS UK by the Better Buildings Partnership (BBP) is a significant milestone for the commercial office sector. I would even go so far as to predict it will become a game changer.

Why, you might ask? Surely, it’s just another certification scheme in a market that appears to be overloaded with such certifications.

What is NABERS?

The National Australian Built Environment Rating System (NABERS) is a six-star rating system that measures the energy use of buildings over the course of a year. It has been used in Australia for the past 20 years and has been mandatory for the last decade.

It also includes the ability to give 'commitment agreements' which are contracts signed by a developer or owner to design, build and commission a building (or retrofit) to achieve a specific NABERS energy rating.

NABERS UK will initially apply only to offices and will only cover base building use – this is the energy use under the control of the landlord. The commitment agreements will be called NABERS UK Design for Performance.

The first tranche of assessors are expected to be accredited by the Building Research Establishment (BRE) , the newly appointed scheme administrator, in early 2021.

Factors influencing the significance of NABERS UK

The significance of NABERS is down to a number of factors:

It measures operational performance and in-use energy of a building. This is a big deal because at the moment most certifications, such as Energy Performance Certificates (EPCs) are based on the designed or predicted energy use of a building not the real energy use. The NABERS system is based on a simple premise of ‘what gets measured, gets managed’ and this will see a long over-due focus on energy monitoring and management.
It is market led with a high level of support in the sector. There are currently 37 funds signed up, under the aegis of the BBP, including leading sector players such as Aberdeen Standard Investments, Landsec and British Land. Investors want a reliable and standard metric to help them understand the energy use of buildings in operation before they buy them, and occupiers increasingly want this information before they commit to new leases. Australia has seen a green premium emerge in its commercial property market since this became mandatory. Higher rated buildings have less vacancies, longer leases and higher sale prices. This has so far been elusive in the UK market.
It will help closes the performance gap. The UK currently has a linear approach to development where architects and technical designers model and implement a design but once handover is completed, they never have any involvement with the building again. They certainly rarely have to take responsibility for the actual energy consumption of the building in-use. The UK has also ended up with a ‘design for compliance’ culture where decisions are made at the design stage to help achieve building regulations but which often make no sense when it comes to real world energy use.
The government is interested…very interested. This leads us to question the future of EPCs and the nature of statutory compliance in the UK moving forward. It did not go unnoticed that minister of state Kwasi Kwarteng helped launch NABERS UK and commented that it was exactly the ‘operational performance approach’ the government would be consulting on very soon. Australia saw impressive results when it mandated the system 10 years ago. The UK has a net-zero carbon target to reach in 2050 and the built estate emits 40% of all emissions.
With BRE as scheme administrator NABERS UK gains a high level of credibility. The Building Research Establishment (BRE) was announced as the scheme administrator at last week’s launch to the ill-concealed jubilation of the Better Buildings Partnership and NABERS. Little wonder as it has now instantly become a more credible option to be taken seriously. Shamir Ghumra, head of building performance services at BRE, also commented that BREEAM, its current flagship certification system, would look to become a whole life performance approach for buildings that would recognise component certifications, such as operational performance energy ratings such as NABERS UK.
It will fit with other systems and certifications. The UK Green Building Council (UKGBC) are considering developing a ‘net zero’ badge for buildings that would also take into consideration the use of operational performance ratings. Shamir Ghumra said he expected NABERS UK would, like BREEAM, help achieve higher GRESB ratings for funds as well.
Its been tried and tested. NABERS has been in Australia for 20 years and has achieved impressive results over that time, including - 90% of buildings meeting their agreed energy targets, and a 33% reduction in energy usage over all buildings certified. NABERS UK will have a steering committee made up of BRE, BBP and NABERS Australia ensuring the UK will benefit from years of accumulated knowledge.

Challenges

Perhaps the biggest challenge to NABERS UK is the skillset and knowledge base of building modellers in the UK to undertake the Design for Performance approach and cope with the spectre of performance contracting that is becoming standard in Australia.

Building modelling software is not perfect, its outputs are only as good as the inputs, and the vast majority of modellers do not possess sufficient engineering knowledge to build useful models that will improve accuracy and recommendations.

This is acknowledged and CIBSE (Chartered Institution of Building Services Engineers) is already working on offering more training courses for NABERS assessors.

Resero and NABERS

However, for Resero it is good news. We are a delivery partner for NABERS UK and Design for Performance has been our general approach for quite some time.

Wherever possible we always create dynamic simulated digital twins to stress test theories, assumptions and decisions. We use our deep engineering knowledge to inform the modelling and question the default modes to make each model as accurate as possible.

Our work as MEP consultants mean the digital twins are constantly being updated, refined and calibrated with energy data collected from our contractor audits.

We are quite often involved in the tender processes, project management, planned maintenance programmes and cost plans associated with buildings. This ensures our sustainability recommendations and interventions are always tailored, feasible and deliver real outcomes.

Our software EDGE APM is aligned to NABERS UK as we already benchmark base building energy use so we can easily create a NABERS star rating and incorporate the annual reviews into our existing processes.

Lastly, our partnership with high profile external consultants means that we have robust quality assurance on all our modelling and can also offer independent design review expertise through Dr Claire Das Bhaumik, who is in the final stages of being admitted to the NABERS UK Design for Performance independent review panel.

If you’d like to know more about how we can help you prepare for NABERS UK ratings or taking a Design for Performance approach please email me jtreanor@resero.co.uk or call 01743 341903.

Top tips for installing electric vehicle charging points at your building

Tue, 13 Oct 2020 14:15:30 GMT

The electric car market is growing quickly. Last month alone, one in 10 car registrations were either plug-in hybrids or battery powered cars according to the Society of Motor Manufacturers and Traders .

The government has ambitions of this rising to 50-70% by 2030 through a massive roll out of the infrastructure to support electric vehicles (EVs). So, it makes sense to consider the future of car parking options for a building and whether installing EV charging points is worthwhile.

From a technical perspective here are resero's top tips:

How much power you need depends on how much power you have

The most cost-effective method to install EV charging is to simply make use of the available power within a building. Look at your commercial bills and find the ASC (Agreed Supply Capacity) that is contracted. This should state the maximum demand (or peak use) of electricity allowed within the premises.

Then look at your energy data. Ensure you have good energy data, preferably half-hourly, dating back a number of years that can show the seasonal peaks and troughs of usage. Look to see how much power was used on the hottest day or the coldest day when the building was close to maximum occupancy.

Let us take mythical office building Number 1 that has 1000kVA agreed supply capacity with their electricity provider. The maximum amount of power it has ever used on a single day is 600kVA. This means you have 400kVA available for EV charging.

This helps determine how many EV charging points you can install easily. On most buildings it is usually between 6-10 charging points. If you want more charging points than your existing power supply can cope with then you will need to upgrade your power supply or install a dedicated power supply, both of which are much bigger and more expensive projects.

Location, location, location

Consider where the EV charging points are to be located as there are more stringent earthing requirements required in the Electrical Installation Regulations to ensure users are safe.

Systems that are under cover may need increased fire detection. Those that are placed outside are likely to need trenching, ducting and civil works. Selecting spaces closer to the building and within a reasonable distance from the main switch room to optimise the size of the final circuit cables will keep costs to a minimum.

Whatever you do, don’t decide to turn all your disabled car parking spaces into EV charging points because they are in the best position. You will fall foul of the Disability Discrimination Act (DDA) regulations and Local Building Control.

Charging infrastructure

Many companies provide EV charging points for free as a benefit to encourage workers to reduce their individual carbon emissions. However, in a multi-let office building it is probably a good idea to install infrastructure that allows people to be charged for the electricity they consume from the points.

There are a number of ways to do this. Many can be configured to operate with the existing building access control systems (fobs or codes) that would keep the data on who was accessing it. This is then linked to a metering strategy to apportion bills.

Alternatively, there are third party management companies who will take on the billing role and link the EV charging spaces into a national scheme. EV owners can then use an app to register/pay online. It could also be opened up to all EV owners who use the app, even if they don’t work onsite. This could be a useful revenue generator when offices are empty and electricity use is low, such as evenings or weekends for example.

Keep an eye on local plans and sector developments

Currently, there is very little in the way of national design guidance for the provision of EV charging points. However, forward thinking councils are starting to invest heavily in EV charging infrastructure, particularly those cities struggling with toxic air.

London for example has unveiled a wide ranging plan that includes commitments from businesses and retailers to transform EV charging provision in the capital over the coming years. There are also schemes available that look to use the batteries of EVs as storage capacity for the grid at peak times V2G Vehicle to Grid Schemes and schemes to encourage people to charge vehicles when maximum amounts of renewable energy are available.

This is likely to be an area where things will move quickly over the next few years.

Resero is currently designing and project managing multiple EV charging point installations for a variety of clients. Get in touch if you’d like to know more via email info@resero.co.uk or call on +44 (0)1743 341903.

The air we breathe: indoor air quality and building maintenance

Fri, 31 Jul 2020 15:30:12 GMT

Indoor air quality (IAQ), often regarded as an opaque element in building management, has suddenly jumped to the top of the agenda for facilities managers and landlords following the coronavirus pandemic.

It is long overdue explains Gavin Phillips, environmental chemist and physicist at the Centre for Research into Environmental Science and Technology (CREST) at the University of Chester part funded by the European Regional Development Fund.

“Air is complicated. You can’t see it so, unfortunately, it often drops off the list of priorities for building managers. But we know quite a lot about the impact of poor air quality on areas such as productivity and concentration. Now we’re all trying to better understand how it transmits airborne viruses as well.”

Gavin is currently working alongside resero to translate the latest research knowledge on air quality into better building management.

COVID-19 and air quality in buildings

The role of indoor air-quality in coronavirus transmission is a particular area of uncertainty.

Current government and public health guidance is focused on large droplets emitted by coughing, sneezing, talking or breathing heavily. These droplets tend to quickly fall to the ground or on surfaces where they stay active for varying amounts of time, depending on the material of the surface.

However, alongside these larger droplets, tiny droplets and particles, called aerosols, are also emitted. These can stay in the air much longer and travel much further. Because they are smaller they also tend to be inhaled deep into the lungs.

More than 200 scientists worldwide have written a letter to the World Health Organisation (WHO) pointing to strong evidence that these smaller particles are playing a key role in transmission of the virus – particularly in crowded or closed-in areas with poor ventilation.

Improved air quality vs energy efficiency

“Virus transmission events seem to occur in badly ventilated indoor spaces. So, ensuring that mechanical and natural ventilation systems are working optimally is really important,” Gavin says.

Commercial buildings use air handling units (AHUs) equipped with filters designed to capture dust as well as pollen and bacteria particles. Some of these filters are also able to capture the smaller aerosols and trap them within the filter.

However, not all buildings will have these filters. Even those that do can often find the filters are not installed correctly or do not meet current British and International standards for particulate matter efficiency.

These filters also create an energy conundrum for building managers - the smaller the particles captured, the more energy required by the AHU to push the air through them.

Andrew Cooper, a director at resero, says energy efficiency and fixed maintenance regimes have dominated building operation and management, sometimes to the detriment of air-quality and occupant health and wellbeing.

For example, he says, it is by no means normal practice to install CO ₂ sensors in buildings. Where they have been installed, their primary purpose is to save energy.

“Operationally speaking, the sector has never really focused on what optimum air quality is and how you maintain it. Currently CO ₂ levels are used as the sole proxy for fresh air, and any ‘optimisation’ of fresh air (where this is this even possible), tends to be reliant on automatically adjusted BMS settings.”

We don't know enough about air quality in each building

The issue is that while we now know a lot about air quality and its impact on productivity, concentration levels and health, we still know very little about the indoor air quality within an individual building. This includes:

how to identify, control and maintain optimum IAQ
how to effectively control the movement of air inside a building
the relationship between IAQ and outdoor air quality (OAQ)
the relationship between IAQ and occupant actions
the relationship between operational actions to save energy and carbon emissions in a building and the impact on IAQ

This is why the current industry guidance on making offices COVID-19 safe has had to rely on blanket recommendations. The most influential of these, from the Federation of European Heating, Ventilation and Air Conditioning Associations (REHVA) recommends:

installing higher quality filters in air handling units (AHUs) capable of capturing aerosols in the return air
avoiding recirculating air wherever possible, even where there are return air filters in place (unless these are medical grade/HEPA filters)
ensuring air handling units (AHUs) and fans are operating 24 hours a day to ensure maximum levels of fresh air and that air is moving constantly.

However, adopting the REHVA recommendations on every building will, Andrew says, cause a huge spike in energy consumption and carbon emissions. It will have a massive impact on efforts to achieve net-zero earlier than 2050 – an equally urgent problem.

“We have to find strategies that can maintain optimum air quality and velocity, minimise transmission rates and reduce carbon emissions all at the same time. The answer is we need to switch to more responsive buildings. For example, AHU filters are usually changed on a fixed basis or when things have gone wrong or failed. There’s currently no link between this maintenance regime and any monitoring of air-quality or filter effectiveness.”

He says most building managers and even engineers do not even have a note on whether filters are side withdrawal or front withdrawal and/or if they are correctly sealed to prevent unfiltered air bypassing the filter – a particular problem for side withdrawal filters.

Research project

The joint CREST and resero project will use detailed sensor monitoring and data to look at the impact on IAQ of changes to the building operation and maintenance that are put in place to reduce energy and carbon emissions.

The detailed sensor information could also be provided to occupants via a user friendly website or app. This would provide greater transparency and choice over their return to work following the virus lockdown.

Andrew adds: “Occupants could decide to work from home, use a different meeting room, go for a walk or even just open a window if they can. This may help provide confidence in the work environment, something that will be required if we are to get back to ‘normal’ operations.

“Our long-term goal is to incorporate IAQ into software that would not only ‘instruct’ an automated building management system (BMS) to make immediate changes to improve air-quality but also embed IAQ into contractor performance through our auditing tool. For the first time IAQ and energy efficiency will be part of the fabric of how a building is operated and maintained."

As Gavin points out: “The one really powerful tool we have in this area is our control over the building. At the moment that impact is often by accident, but if we can be more purposeful we could make a real difference.”

Gavin and resero will initially be working with the Wrekin Housing Trust, one of the largest providers of social housing in the West Midlands and Aberdeen Standard Investments as part of the research.

If you’d like to take part in the research then please contact info@resero.co.uk or call +44 (0)1743 341903. If you’d like to be kept up-to-date with the findings of the research project please sign up to our monthly newsletter .

Resero becomes a delivery partner for the BBP’s Design for Performance project

Mon, 20 Jul 2020 20:01:04 GMT

Resero has become a delivery partner for the Better Buildings Partnership’s (BBP) Design for Performance project.

The BBP first launched the Design for Performance project last year. It aims to address the operational energy and carbon “performance gap” in UK commercial buildings through an industry-led certification system.

It is based on the Australian NABERS system that has measured and rated the operational efficiency of commercial offices since 1999. Energy intensity of landlord services has improved by 36% in Australia since the scheme started. In contrast the UK is considered to have a 'design for compliance' culture that measures theoretical energy use but fails to match it to actual performance.

The scheme encourages more sophisticated digital twin and energy modelling at the design stage by setting targets for operational efficiency. This creates more transparency in the market, most especially for investors and occupiers. For example, it is now common place for base building performance targets to be included within contractual arrangements for new office developments in Australia.

Sustainability in the real world

Resero will join partners, including Hilson Moran, Norman Disney Young and Arup, in providing expertise in sustainability, engineering, digital twin modelling and operational performance monitoring.

The Delivery Partner network is designed to ensure there is sufficient expertise in the UK to support a widespread adoption of the Design for Performance approach which is currently being piloted by 11 property owners including British Land, The Crown Estate and Land Sec.

Andrew Cooper, Resero director, said becoming a delivery partner fitted with the company’s commitment to making commercial buildings sustainable and resilient in the real world.

“We need a more intelligent approach if the sector is to overcome the challenge of achieving net zero carbon before 2050. My own involvement with this initiative goes back some years now and it’s exciting to be part of it again at what is a key time for commercial real estate,” he said.

For more information on resero's approach to digital twin modelling check out our 30 second video . Find out more about the range of holistic building engineering services we offer or contact us on 01743 341903 or info@resero.co.uk.

Stop the waste! Energy audits should be more than box ticking

Mon, 29 Jun 2020 15:30:33 GMT

An energy audit, in its most basic form, is taking a step back and looking at the use of energy across a building and a business. It includes looking at bills, building services and plant, maintenance costs, needs, culture and processes. It identifies how and where energy is currently being used and by whom. It assesses how and where improvements could be made. More sophisticated versions will also include looking at how current consumption stacks up against a proposed transition to net-zero carbon by either 2030 or 2050.

However, the biggest issue with any energy audit is that recommendations are not acted upon. Government research has found only one in four organisations have acted on recommendations received as part of mandatory energy auditing under the Energy Savings Opportunity Scheme (ESOS) .

This is partly because the information in energy audits, whether simple or sophisticated, is often not presented in a way that make sense for those who own or manage the asset.

A series of recommendations focused on energy savings is of little use if it does not also take into account the context of tenant satisfaction and disruption, cost effectiveness and other company strategic objectives.

What are the low or no-cost options? What are the payback periods? How long would it take for the quick wins to generate savings that would help fund larger projects? What are the options that look like quick wins now but might cost more money down the track?

For example, replacing an old boiler with a more modern and efficient version might seem a straight-forward option. But with the increasing decarbonisation of the national grid, and the ratchetting up of energy standards in favour of electric systems, has the idea of making a building gas-free been explored? If this decision is taken down the track then the new and expensive boiler might need to be ripped out after only a few years.

Quality of energy data and analysis

At resero we see two common problems with energy audits. The first is that energy data is often incomplete and contradictory.

The second is that the energy audit, or the data analysis, is often done by those with little understanding of the engineering of the building and its services. Recommendations end up falling by the wayside because implementation becomes more complicated and confusing than anyone had anticipated.

Our experience is backed up by the government’s research which showed that energy audits were more successful when an audit was ‘investment grade’ and completed by those with superior technical expertise in understanding and implementing energy efficiency.

Box ticking will not solve the problem

MPs are now calling for mandatory implementation of recommendations from audits. At EDGE we would argue a different approach to energy audits is required where they become more than just box ticking, but an integral part of the day-to-day decision making for a building.

Engineers and contractors need to be consulted on proposed solutions to ensure they are achievable within an acceptable timeframe.

Detailed cost plans and payback periods should be standard. We believe that where practical the recommendations of the audit should be fed into the asset’s 5-10 year planned maintenance programme (also referred to as lifecycle cost plan). This is the strategic document used to plan expenditure for both service chargeable and non-service chargeable cost items.

This will ensure any decision made about a building not only keeps it operational but also saves the maximum amount of energy and carbon.

This might be a slower, and possibly more expensive, process to begin with but will save time and money down the road. It will also ensure recommendations become outcomes and not just a list of ideas on a piece of paper.

For more information on resero's investment grade energy audits please contact us 01743 341903 or info@resero.co.uk.

Moving sustainability from the boardroom to the plantroom

Wed, 03 Jun 2020 14:43:45 GMT

The last few months have made us all aware of the fragile nature of our economy and business models when faced with an unforeseeable and unpredictable global threat.

Many believe the pandemic is a side effect of the same complex web causing climate change including vast habitat loss and lack of biodiversity. The threat from climate change could be just as disastrous but the difference is that global warming is foreseeable and the impact is widely predicted by scientists.

Working to improve the resilience of carbon-hungry, complex commercial buildings feels even more important as we transition to a post-virus environment. For example, indoor air quality was often disregarded in the past as managers focused on energy efficency. But it is now one of the primary factors in ensuring a safe return to work.

Resero have long argued that for change to be real and sustainable decisions must work for tenants, occupiers and landlords and this is not possible without understanding the engineering requirements and make-up of each individual building. We have now launched our own dedicated website to help asset managers better understand how their net-zero ambitions look when standing in the plantroom of their buildings.

When Andrew and I joined forces with our colleagues at EVORA GLOBAL in 2017 we shared a vision to make buildings better for owners, occupiers and the planet. The team at EVORA GLOBAL deliver fantastic consultancy work around sustainability and our collective idea was to translate this ethos into the traditional mechanical, electrical and public health services advice provided by resero.

In the past three years we have realised just how important this is. Buildings are complex feats of modern engineering and specialist knowledge is required to keep them running efficiently. Too often we have seen the impressive sustainability aims of companies and managers fail because they have not been translated into the nuts and bolts of how a building services system needs to be managed.

A simple adjustment to a building management system (BMS) setting can impact in a way that pages of strategy reports cannot. Changing the mindset of the maintenance engineer is often more important than changing the lightbulbs. Engagement with those who are doing the physical work brings real long-term value; boardroom strategy is nothing without positive communication at all levels.

Monitoring, targeting and benchmarking are still essential but so is the ability to identify simple control optimisations. We have seen cases where a small adjustment to a poorly set up control system has saved £30k of energy annually.

Reduction of waste also lies at the heart of resero and this isn't just physical waste. How many Energy Performance Certificates and expensive reports are generated where nobody looks at the detail, considers the consequences and makes a plan to improve it?

How many facilities managers make decisions to replace plant on a ‘like for like’ basis as part of the planned maintenance term budget without ever considering if a different, wider approach might be cheaper and more sustainable in the long-term?

Fund and service charge managers need to be more holistic in their approach to planning expenditure cycles. It is no longer enough to just keep a building operational. Every pound spent must do more – it must keep the building running optimally but it must also drive an asset inexorably towards real sustainability and reduced carbon emissions.

That is why resero are field trialling our own audit and asset management software that will convert basic condition reporting into sophisticated carbon reduction planning. Algorithms pull together the traditional life cycle expenditure and energy consumption data to show future carbon impact reductions.

As a business resero is passionate about sustainability but we are first and foremost engineers, as much at home in the plantroom as in the boardroom. Real net-zero will never be achieved without the positive contribution of engineers.

Neil Dady is a chartered Director and was awarded fellowship of the Institute of Directors in 2003.

If you would like to find out more about our services, please contact resero on info@resero.co.uk or +44 (0)1743 341903.

Resero helps central Cardiff office go ‘gas-free’

info@resero.co.uk (Holly Champion) — Mon, 16 Dec 2019 11:53:34 GMT

Resero are pleased to have been appointed the principal mechanical and electrical (M&E) consultants for a multi-million pound revamp of a central Cardiff office .

The transformation of the 65,000 sq ft Fusion Point 1 office, owned by Fidelity UK Real Estate Fund, includes an impressive array of sustainability and energy-efficient features.

Heat recovery air handling equipment, variable refrigerant heat pump air conditioning, point of use water heating and LED lighting all contributed to the decision to make this building ‘gas’ free, utilising efficient electric heat pumps rather than gas-fired appliances is now cost-effective and provides significant carbon pollution reductions.

Decarbonisation of the national grid provides real opportunities

Such a move will improve the carbon footprint of the building year-on-year as the National Grid continues to increase the amount of electricity it generates from renewable technologies. The government predicts that by 2035 grid electricity will have a carbon factor a quarter of what it is today.

Resero's building physics team considered all aspects of the building services design, creating a dynamic simulation model at an early stage to enable carbon impact and resilience to be considered at all stages of the design process.

With a designed ‘B’ rated Energy Performance Certificate this major refurbishment project will result in a highly energy-efficient building suitable for a range of uses.

Improving Cardiff’s stock of highly energy efficient buildings

Fidelity International portfolio manager, Ewan Montgomery, says Cardiff has a shortage of grade A offices which are also very energy efficient.

"We are committed to maximising the potential of the Cardiff assets held by the fund and we are very excited about the opportunities this project presents.''

If you would like help or advice in going gas-free in your next building refurbishment please contact resero on info@resero.co.uk or +44 (0)1743 341903.

MEES: Top 9 actions to take now to prepare for the likely ‘B’ minimum EPC rating

Wed, 30 Oct 2019 11:58:26 GMT

As expected by most in the sustainability sector, the government’s consultation on the future of minimum energy efficiency standards (MEES) for commercial buildings, flags up a dramatic tightening of the legislative framework.

Currently the minimum rating required on a building’s energy performance certificate (EPC) is an ‘E’ before it can be rented out to tenants. The consultation proposes raising this to a ‘B’ or a ‘C’ by 2030.

The government’s preference is for the more ambitious ‘B’ target and argues that setting a more ambitious regulatory trajectory will provide the energy efficiency market with the necessary certainty to scale, innovate and ultimately reduce costs to the customer. Some of this has already been seen in action with the solar power industry.

90% of commercial buildings may be stranded

Such a swift and steep change will be expensive for the sector. Currently only 10% of all EPC ratings issued in the past 10 years have reached a ‘B’ or better according to Carbon Risk Real Estate Monitor (CRREM) data for England and Wales.

The government’s own modelling (which we would argue is over-optimistic) shows improving the commercial building stock in England and Wales to an EPC band B will require a capital investment of about £5bn between 2019 and 2030. This is compared with an estimated investment of £1.5bn to improve stock to an EPC band C.

Even with such an outlay, the government admits 37% of buildings will still fail.

While a decade may seem a long time to prepare for the more ambitious ‘B’ target, in long-life assets such as commercial buildings, that time will pass exceedingly quickly if landlords and asset managers do not start making far more ambitious changes in their current planned maintenance plans (PMPs) and retrofits.

Even simple changes will take time

The complex nature of mechanical and electrical services in buildings often means that simple changes can have far ranging implications which, in our experience, often exceed asset manager expectations. For example, upgrading a chiller is a project that takes several months not weeks; phasing out gas in a building requires highly technical assessments of cables and switchgear.

But those buildings that delay adaptation will find the minimum standard can only then be reached via very costly strategies. This will mean early obsolescence and the write-down in value of large numbers of assets.

Resero’s top actions to take now to help achieve a ‘B’ by 2030.

Undertake dynamic simulation modelling (DSM) on all assets as part of a strategic asset management plan. High capital expenditure should always be considered carefully and modelling each asset will allow decisions to be fully thought through and options compared, as well as provide predicted EPC ratings. DSM modelling will also mean assets are future proofed against any change(s) to EPC’s as DSMs can be calibrated and easily adapted to metrics that measure real world energy consumption.
If an EPC rating has only recently been provided, consider converting existing EPC SBEM models to DSMs. While this is difficult it can be done. For more information read our case study.
Investigate the feasibility of converting buildings to an all-electric strategy. The rapid decarbonisation of the national grid means the ‘carbon factors’, that determine the calculations for EPC ratings, will soon favour electricity over gas. However, be aware that some future tenants, such as laboratories, may still require gas and infrastructure decisions should take this into account.
Greater reliance on passive measures to prevent solar gain and overheating will positively impact EPC ratings. These might include sophisticated window film, brise soleil, shutters or even planting deciduous trees in front of windows that will provide shade during the summer but let in winter sun for heating.
Ventilation systems controlled by demand are the most energy efficient and, where technically possible, should be linked to carbon dioxide (CO2) sensors. This will also ensure good air quality and the wellbeing of occupants.
Install LED lighting with a good control strategy. However, be aware that good quality fittings are required to ensure the LED lights do not distort electric harmonics by more than 10% -otherwise the system could cause flicker, voltage sag, load unbalancing and could potentially lead to higher electricity costs as a result. In extreme cases entire electrical systems can be destroyed.
Begin a cost/benefit analysis of installing renewable technologies, including heat pumps, solar heat and PV This will not only help improve EPC ratings but also reduce real world energy bills.
Develop an ambitious strategy early and align it with a building’s planned maintenance programme. Remember each building is different – use of modelling will allow different solutions to be arrived at, costed and more easily monitored, even across a portfolio of buildings.
Allow time within your strategy to engage with occupiers. There will be scope to improve EPC ratings and save energy through service charges but this rarely happens unless occupiers are properly engaged as stakeholders.

Resero can help develop and implement a strategic plan to improve the energy efficiency of buildings through modelling, project management and mechanical, electrical and public health (MEP) consulting. For more information or a chat about drop us an email info@resero.co.uk or call on +44 (0)1743 341903.

Top tips for making buildings more resilient to heatwaves

Tue, 06 Aug 2019 23:00:00 GMT

The world’s weather is becoming more unpredictable as global temperatures rise. In the UK most climate scientists expect summers to get hotter and intense heat waves to become more common. This means most managers and commercial property owners are going to have to get to grips with air-conditioning and associated plant that go with it in commercial buildings.

The problem is air-conditioning has a significant impact on the day-to-day running costs and profit margins of a building as well as its carbon footprint. The Carbon Trust estimates air-conditioning can increase energy costs, and associated carbon, by 30% on average compared to naturally ventilated buildings.

In addition a 2016 report on air-conditioning use in the UK by the Building Research Establishment (BRE) , commissioned by the government, calculated that electricity consumption due to air-conditioning was 25% higher in southern, urban hot spots such as London compared to northern cities such as Glasgow.

Chillers need to go up the priority list

Air-conditioning plant is expensive to buy, install and maintain. Because it uses refrigerants which are, generally, highly pressurised greenhouse gases, specialists must always be used.

Many buildings also rely on old and poorly maintained chillers. During the long winter months the temptation to keep pushing chillers down the priority list of a preventative maintenance schedule is often overwhelming. The BRE study analysed national air-conditioning inspection reports and found 65% of these had specific recommendations related to maintenance issues that, if addressed, would improve efficiency and reduce energy costs.

And in those weeks when the mercury soars, chillers will be the only piece of equipment in a building that matters. If they are old or poorly maintained, they will not cope with such sudden spikes in temperatures as we saw last summer.

It is not unheard of to find large office buildings needing to be evacuated because chillers have buckled under the pressure when temperatures hit 30°C. Such incidents are not popular amongst tenants and may crop up as evidence in future lease renewal negotiations.

Allow enough time to co-ordinate chiller replacements

The BRE study found that air-conditioning energy consumption levels in new buildings and buildings that had had major refurbishments was considerably lower compared to existing stock as chiller technology and building design continues to improve.

However, it takes months to co-ordinate chiller replacements and involves the preparation of detailed specifications, designs and the running of tender processes. It also needs careful project management to ensure equipment delivery times, permissions and road closures for crane lifts are all co-ordinated. Chillers will be some of the biggest pieces of plant in a building and schedules cannot be changed to fit weather forecasts.

Three top tips on using air-conditioning more effectively in your building:

Use air-conditioning inspection reports as part of a strategic approach to energy and carbon reduction. Depending on the type and size of system installed properties will require both annual F-gas inspections to check for leaks and TM44 inspections every 5 years to look at the energy efficiency of the system. Many property owners regard these inspections as paperwork box ticking and never read them. Yet often a few simple changes to existing plant can significantly improve energy and carbon emissions. For example, it is not uncommon to find fresh air being heated and then cooled to achieve optimum thermal comfort in some buildings or plant to be running unnecessarily overnight and at weekends.
The control system is as important as the mechanical equipment. Our experience shows that the incorrect set up of building management systems (BMS) is often a major contributor to the energy wastage associated with air-conditioning systems. This is echoed in the BRE research which found the most common recommendations from air-conditioning inspection reports related to control settings.
Know which refrigerant your system is using. Release of refrigerant gas causes significant environmental damage and it must be removed in line with hazardous waste regulations. Some older refrigerants have been outlawed because of the potential impact on the environment. Even amongst those that are legal, some are still highly flammable so where chillers are placed in a building will be impacted. Incorrect placement could invalidate buildings insurance.

Rugby goals: resero appointed by Wasps to improve energy efficiency

info@resero.co.uk (Holly Champion) — Tue, 06 Aug 2019 11:17:49 GMT

Resero has been appointed to provide energy and sustainability consultancy services to Wasps Rugby Club. The remit covers a wide portfolio of buildings from the iconic 32,609 seater Ricoh Arena stadium to a large exhibition hall, hotel and casino.

This is an exciting opportunity as Wasps are looking to set ambitious targets in terms of their energy consumption.

Resero will also be advising them on a range of strategic actions to ensure energy management is at the forefront of their operational and day-to-day decision making. They have already committed to a combined heat and power generation scheme for the stadium.

Combined heat and power (CHP) systems are highly efficient because they capture and utilise the heat that is a by-product of the electricity generation process. By generating heat and power simultaneously, CHP can reduce carbon emissions by up to 30% compared to the separate means of conventional generation via a boiler and power station.

30% carbon reduction target by 2030

Wasps Managing Director Stuart Cain says the rugby club is committed to reducing its carbon footprint year on year.

“We’d like it to see a 10% reduction in energy usage over the next year and are looking to set an ambitious carbon footprint reduction target of 30% by 2030, we’re really pleased to be working with EVORA on this strategy and are investigating a range of other measures to increase our overall sustainability as a business.”

The Wasps Rugby Club is one of the largest in Europe and has turned the Ricoh Arena into an award-winning venue visited by over 1 million people each year and hosting global artists such as the Spice Girls, Bon Jovi, Coldplay and Rihanna.

If you are interested in understanding how a CHP system could reduce your energy costs contact resero on info@resero.co.uk or phone on +44 (0)1743 341903.

Fire dampers: Still a key risk for commercial buildings despite Grenfell disaster

Sun, 09 Jun 2019 23:00:00 GMT

One of the biggest risk areas we see, when resero carry out audits of planned preventative maintenance work on large commercial buildings, is a failure to regularly test and maintain fire and smoke dampers.

This seems strange given the Grenfell Tower disaster should have focused the minds of all property managers and landlords on the measures they need to take to stop fires occurring.

The subsequent inquiry raised question marks over whether the smoke dampers in Grenfell Tower failed, which may have contributed to thick smoke filling common areas hindering rescue attempts.

Too often treated as a tick-box exercise

Fire safety is one of those areas often treated as a tickbox requirement by facilities managers, yet its importance cannot be understated, given the potentially horrific outcome when a fire takes hold in a tall, closed, commercial building filled with lots of office workers.

Dampers are essential to stopping the spread of fire and smoke. They are installed in the ducts of heating, ventilation and air-conditioning systems and will automatically close on detection of heat or smoke (depending on their purpose). This prevents fire and smoke from spreading, via the ductwork, to the rest of the building.

The exclusion of ventilation ductwork in planned preventative maintenance (PPM) programmes is a common occurrence and fire damper testing is often no more than a visual inspection. It is not uncommon for fire dampers to have been poorly installed and poor testing regimes mean this may never be discovered until it is too late.

Do you know where your fire dampers are?

Some of the reasons why people often fail to test their fire dampers on a regular basis are because they are hidden in the ductwork, it can be difficult to gain access and testing can be a time-consuming process.

But failure to meet the testing regime stipulated under the Regulatory Reform (Fire Safety) Order 2015 in England and Wales (as well as Scottish and Northern Irish Fire Safety Regulations) can lead to fines of up to £10,000 and two years in prison for the designated responsible person.

A prohibition notice can be issued to close a building down if the local fire officer is not satisfied that compliance with the act is being achieved.

Building insurance risk

It may also put the insurance of your building at risk as insurance companies will often require proof of damper testing when assessing claims for fire damage.

British standards in this area require 100% of fire dampers in a building to be tested at least once a year, and more frequently in ventilation systems that are at higher risk. Each damper should be drop tested and then reset to open. A full test report is required, including photographs of each tested damper in the open and dropped position. A schedule of remedial works should be included in the report.

Access panels should be installed on both sides of the damper to enable full inspection.

Fire compartmentation is another important element of ‘passive fire protection’ and is achieved by dividing the premises into ‘fire compartments’ through the use of fire-resistant doors, floors and walls and cavity barriers within roof voids, for example. A full compartmentation audit should also be carried out by a specialist risk assessor and reviewed regularly as part of maintenance schedules.

Resero is able to create comprehensive PPM plans and audit existing PPM plans for both individual buildings and portfolio of assets. For more information contact the resero team at info@resero.co.uk or +44 (0)1743 341903.

Solar power: A viable option even without government subsidies

Tue, 07 May 2019 11:14:41 GMT

There have been widespread predictions that green energy technologies, such as solar and wind power, would not be able to survive the government’s closure of the feed-in tariff (FiT) scheme for small scale renewables at the end of March this year.

For many suppliers, this has certainly been the case. The number of registered solar installers, which blossomed to 6500 by 2014, is now less than 1000 in May 2019 – equating to just a few hundred companies.

But for those who have managed to hang in there, the signs are that this tariff-free future could, in fact, herald a new golden age of solar photo-voltaics (PV) without the hindrance of continual FiT deadlines.

The great gamble by the government seems to have paid off and the material prices for PV have now reduced significantly to the point where, so long as the generated solar power is used within the building where the system is installed, small/medium scale commercial solar PV systems do not need a feed-in tariff to be viable.

Healthy returns and reduced carbon emissions

Four years ago the cost of a 50kw PV system was in the region of £65,000. The same system, including design, structural engineers report, mechanical and electrical (M&E) support and the installation itself, is now circa £40,000. Whether the building owner consumes all of that power themselves or the same is sold to the tenant on a competitive power purchase agreement of 12p per kWh, the investment rate of return (IRR) can be expected in the region of +12%. That does not take into consideration the annual increases to the cost of electricity which would boost this return still further.

Even if the system owner opts for a full life-time operating and maintenance package, the IRR is still in the region of 8%, which provides a very healthy return on investment, given system lifetimes are well over 35 years currently.

On top of this, PV still delivers on its initial promise of reducing carbon dioxide, with a 50kw system saving more than 20 tonnes of carbon emissions per year compared to existing electrical consumption.

With the government signalling that climate change targets are likely to get even more challenging, commercial building owners can once again look at PV as a well proven, low impact method of generating green energy, as well as a very profitable investment.

Resero has experience in installing and managing PV systems in commercial buildings. For more information have a look at our case study where we identified suitable sites, negotiated with occupiers and managed the installation of systems for a large investment fund. Contact Andrew Cooper on acooper@resero.co.uk or 01743 341 903.

Using EPCs to close the performance gap between design and operation

Mon, 22 Apr 2019 23:00:00 GMT

In the quest for net-zero carbon emissions the energy performance certificate (EPC) system has often been criticised for contributing to the problem.

Many argue an EPC in fact obscures the real-world energy efficiency of a building. This is because the accuracy of the simple model used for EPC ratings is heavily dependent on the quality and understanding of the assessor and many will simply opt for the ‘default’ settings in the system.

Hence the increasing popularity of using more complex building information models (called dynamic simulation modelling or digital twinning). This is gaining traction with the Better Buildings Partnership and it’s ‘design for performance’ project which looks to close the performance gap between design and actual performance.

Converting simple EPC models to a digital twin that measures operational performance

At resero we firmly believe every building should have a digital twin as well as the legally required EPC model. But if cost and time is a problem then what if it were possible to convert a simple EPC model into a dynamic simulation?

This is exactly what we have done at a modern office block building in central Manchester . We were asked to investigate the high energy spend in the building which possessed a ‘ground source heat pump’ heating, ventilation and cooling system. The client reasonably expected efficiency savings with this type of installation and was confused as to why this was not happening.

There did not appear to be any obvious fault with the system so we needed a dynamic simulation model (DSM) of the building to help try and pinpoint any discrepancies.

Matching models to the engineering on the ground

There was no time nor the budget to create a DSM from scratch so instead, the resero team looked to see if the simple SBEM model, created by another company for energy performance certification, could be converted into a DSM.

This is very rarely done and the conversion process was challenging. It required an in depth understanding of the modelling software as well as extensive mechanical and electrical engineering knowledge to match it to what was happening on the ground.

However, once done, the DSM model was able to highlight a number of inconsistencies in the data which helped target the on-site investigations.

Building modelling saves more than £20,000

These revealed that the BMS had been set up incorrectly and was not reflecting the operation of the closed ground water loop system and condenser water circuits. The solution was remarkably simple and required just a few adjustments to the BMS system.

As a result, there has already been an 8% decrease in costs and a saving of £21,579.70. This equates to a 21% reduction in overall kWh over the comparative period and more than 100 tonnes of CO2 saved.

The subsequent DSM model has already been used again to support a photovoltaic (PV) study. It confirmed that installing PV solar panels would reap an estimated 6% return on investment before the application of predicted energy price inflation. As a result, a 50 kWp PV system has now been installed – further adding to the already impressive sustainable credentials of this building.

The case demonstrates the need for digital twins of buildings for better asset management but also, excitingly, opens up the potential to make better use of the EPC models which every building has to have for legal compliance.

If you’d like to know more about resero's unique building physics and building information modelling services please get in touch with us at info@resero.co.uk or phone on +44 (0)1743 341903.

A quick guide to Health and Safety on small projects: Who is responsible for what?

Thu, 18 Apr 2019 10:50:03 GMT

Despite having been introduced four years ago, there is still limited understanding in the building services sector of the Construction (Design and Management) Regulations (CDM 2015) and the new obligations it has placed on building owners.

1. Those who pay for the works are responsible for health and safety of them

The 2015 regulations switched the balance of responsibility for health and safety from a CDM co-ordinator (a role which has now been abolished) to those paying for the works (ie clients). This places direct responsibility on property owners and landlords.

Anyone who has any kind of construction work carried out for them are considered ‘clients’ and are held legally responsible for ensuring every project, undertaken on their behalf, is suitably managed and ensures the health and safety of all those engaged on the project, as well as the members of the public.

2. Health and safety obligations apply even on remedial repair works

CDM 2015 applies in every circumstance, whether it is a category A or B refurbishment or even just the ongoing maintenance of facilities, including remedial repair works.

A refurbishment project doesn’t have to involve any structural changes for CDM to apply. In short, CDM applies to every aspect of works being carried out on a property.

3. The fines for non-compliance are unlimited and directors can be jailed

As an example, in 2016 a construction company was removing a roller shutter door on the boundary of a site and in the process, the door fell onto the pavement and badly damaged a market stall. The principal contractor was fined £45K for a CDM breach after the HSE’s investigation found:

there was no risk assessment for the task of removing the roller shutter door
the site manager was not on-site when the incident occurred meaning there was no supervision of the workers
the site issues could have been rectified by appropriately planning, managing and monitoring the construction work

4. Health and safety obligations apply to the design stage of works as well

It’s also worth remembering that the obligations apply to the design stage of works as well as actual construction.

The creation of a ‘principal designer’ role in the regulations is supposed to ensure health and safety planning is an integral part of the design stage.

5. Who is responsible for what under CDM 2015?

Virtually everyone involved in a construction project has legal duties which can be defined as follows:

Client

Anyone who has construction work carried out for them. The main duty for clients is to make sure their project is suitably managed, ensuring the health and safety of all who might be affected by the work, including members of the public.

Principal designer

A designer appointed by the client to control the pre-construction phase on projects with more than one contractor. The principal designer’s main duty is to plan, manage, monitor and coordinate health and safety during this phase when most design work is carried out.

Designer

An organisation or individual whose work involves preparing or modifying designs, drawings, specifications, bills of quantity or design calculations. Designers can be architects, consulting engineers and quantity surveyors, or anyone who specifies and alters designs as part of their work. They can also include tradespeople if they carry out design work. The designer’s main duty is to eliminate, reduce or control foreseeable risks that may arise during construction work, or in the use and maintenance of the building once built. Designers work under the control of a principal designer on projects with more than one contractor.

Principal contractor

A contractor appointed by the client to manage the construction phase on projects with more than one contractor. The principal contractor’s main duty is to plan, manage, monitor and coordinate health and safety during this phase when all construction work takes place.

Contractor

An individual or business in charge of carrying out construction work (e.g. building, altering, maintaining or demolishing). Anyone who manages this work or directly employs or engages construction workers is a contractor. Their main duty is to plan, manage and monitor the work under their control in a way that ensures the health and safety of anyone it might affect (including members of the public). Contractors work under the control of the principal contractor on projects with more than one contractor.

Worker

An individual who carries out the work involved in building, altering, maintaining or demolishing buildings or structures. Workers include plumbers, electricians, scaffolders, painters, decorators, steel erectors and labourers, as well as supervisors like foremen and chargehands. Their duties include cooperating with their employer and other duty holders, reporting anything they see that might endanger the health and safety of themselves or others. Workers must be consulted on matters affecting their health, safety and welfare.

Architects and engineers are often reluctant to take on the role of principal designer under the regulations because of a lack of expertise in the area of health and safety. At resero we are skilled mechanical, electrical and public health consultants able to take on the principal designer role and ensure health and safety is an integral part of all planned and designed works.

Take a look at our work acting in the principal designer role during the implementation of a large scale photovoltaic installation across multiple buildings in the UK, here .

resero-new-website

How Resero and EDGE APM software help drive the energy transition in the built environment

﻿ Decarbonisation

Resero's pathway to net-zero buildings

Digitalisation

The engine of Resero's tran sformation

Decentralisation

Empowering localised energy management

Democratisation

Unlocking d ata for informed decisions

Alan Christie

Managing Director ﻿

Overcoming the challenges of electrification in commercial property

KEY CHALLENGES

01 Assessing the true condition of building services

02 Utility grid constraints and delays

03 High capital costs

04 Energy demand peaks and load management

05 Space constraints and integration challenges

06 Regulatory and compliance issues

07 Operational disruption during upgrades

Why MEP consultants are vital in terminal schedules of dilapidations

WHAT IS A TERMINAL SCHEDULE OF DILAPIDATIONS?

WHY MEP SYSTEMS SHOULDN’T BE OVERLOOKED

KEY REASONS TO ENGAGE AN MEP CONSULTANT IN DILAPIDATIONS

01 Assessing the true condition of building services

02 Identifying statutory compliance issues

03 Providing accurate costings

04 Reviewing maintenance records

THE BOTTOM LINE: DON’T OVERLOOK BUILDING SERVICES

NEED EXPERT SUPPORT WITH MEP ASSESSMENTS IN DILAPIDATIONS?

What the New UK Net Zero Carbon Buildings Standard Pilot Means for Commercial Property Owners

What is the UK Net Zero Carbon Buildings Standard Pilot?

Key Components of the Pilot

Implications for Commercial Property Owners

How Resero Can Help

Conclusion

Common Asset Management Mistakes and How to Avoid Them

1. REGULATORY COMPLIANCE MISTAKES

2. risk management oversights

3. DECARBONISATION PITFALLS

4. STRATEGIC MISSTEPS

5. OPERATIONAL EFFICIENCY BLUNDERS

﻿

THE INTERCONNECTED NATURE OF TECHNICAL ASSET MANAGEMENT

Conclusion

Growing Our Own: The Importance of New Minds in the Built Environment

From Work Placement to Energy Engineer: Georgia’s Story

﻿

Fugitive Emissions and Embodied Carbon

What are fugitive emissions?

How does the sector mitigate against fugitive emissions?

Including fugitive emissions within LCA reporting

Sources

Risk management in non-domestic properties

What is building statutory compliance in the UK?

01 Safety:

02 Health & wellbeing:

03 Accessibility:

04 Energy Efficiency: ﻿

05 Environmental Impact:

Conclusion

Understanding the Importance of License to Alter: A Comprehensive Guide

What is a License to Alter (LTA)?

Why is it important to seek specialist consultancy advice before approving an LTA?

Scenario 01: The Energy Performance Certificate

Scenario 2: ‘like for like’ equipment replacement

Conclusion

A quick guide to sprinkler water tank inspections

In this blog our Projects Director, Joe Gubats, talks through some the latest legislation for maintaining sprinkler water tanks.

﻿

Shades of green washing

Be careful wise ones, "The wise man is one who knows what he does not know".

What is tech enabled consultancy? Launching a new partnership with NBS software

Tech-enabled consultancy: The Resero way.

Achieving Investors in People Gold

Achieving Investors in People Gold accreditation was a great moment for all of the team at Resero, in amongst everything else that was needed for the launch of the rebrand the opportunity to reflect on why this is an important award has been somewhat delayed.

"Values are at the very heart of the business and are ‘lived and breathed’ every day in the work that people undertake for clients. Staff have a strong personal affinity to your values and fully appreciate and understand the relevance to their role."

I would encourage any organisation to seek IPP accreditation, it provides an unrivalled benchmark in how you manage and develop people. If you're interested in learning more, you can read the full report on our website .

Ushering in a new era for Resero

Decarbonisation

Managing Director

04 Energy Efficiency:

For more information on our unique software or our sustainability and net-zero carbon planning solutions get in touch on info@resero.co.uk or +44 (0)1743 341903.