Documentation of pilot project “Hotel Golden Tulip Zakopane”Unfortunately for the considered pilot project of hotel building in Zakopane either Quality assurance plan or Quality

Documentation of pilot project “Hotel

Golden Tulip Zakopane”

Market Transformation Towards Nearly Zero Energy

Buildings Through Widespread Use of Integrated Energy

Design (MaTrID): IEE/11/989/SI2.615952

NARODOWA AGENCJA POSZANOWANIA ENERGII,

POLAND

Work Package 4

Jerzy Kwiatkowski, NAPE, Poland

Aleksander Panek, NAPE, Poland

Contact details of MaTrID partners

Jerzy Kwiatkowski

Narodowa Agencja Poszanowania Energii

Ul. Swietokrzyska 20

00-002 Warszawa, Poland

Disclaimer

The MaTrID project is supported by the European

Commission in the Intelligent Energy for Europe

Programme. The sole responsibility for the content of this

publication lies with the authors. It does not necessarily

reflect the opinion of the European Union. Neither the EACI nor the European Commission is responsible for any

use that may be made of the information contained therein. The MaTrID project duration is from June 19, 2012 –

December 18, 2014 (Contract Number: IEE/11/989/SI2.615952).

Documentation of pilot project “Hotel Golden Tulip Zakopane”

1

Table of content

1 About this pilot project ............................................................................................ 2

2 Design goals ............................................................................................................. 2

3 Work organisation .................................................................................................... 3

3.1 Team composition ...................................................................................................... 3

3.2 ID facilitator: role and function .................................................................................... 4

3.3 ID facilitator mandate ................................................................................................. 5

4 Communication among the team members ........................................................... 5

4.1 Use of Building Information Model (BIM) tools ............................................................ 5

4.2 File sharing system .................................................................................................... 6

4.3 Information sharing..................................................................................................... 6

4.4 Transfer of knowledge ................................................................................................ 7

5 ID Strategy – Workflow ............................................................................................ 7

5.1 Quality assurance plan & Quality control plan ............................................................ 7

5.2 Setting responsibles, milestones and highlighting critical points per each design

phase ......................................................................................................................... 8

6 Innovation and Demonstration .............................................................................. 10

6.1 Innovative solutions .................................................................................................. 10

6.2 Demonstration (Results and Process) ...................................................................... 10

6.3 Trials/evaluation ....................................................................................................... 16

6.4 Awareness rising .................................................... Błąd! Nie zdefiniowano zakładki.


2

1 About this pilot project

Name/acronym of the pilot project: Hotel Golden Tulip Zakopane

Owner: Qualia Development

Name of contact person: Jarosław Krawiec

Function of contact person: Director of Projects Investment Preparation

Location: Zakopane

Type of the building: Hotel

Gross floor space in m²: 8811

Investment costs in EUR: not available

More information: -

2 Design goals

The candidate partner can here describe the design goals that are inspiring the design effort.

For each of them, please report explicitly the target values or the acceptability conditions.

Table 1: Design goals per design phase.

Design goal Describe the goal and the set-point values if applicable

Aesthetics

The designed building is located in city with its own unique

type of architecture. It was required to keep local

architectural concept by using wood on the façade and steep

roofs.

Accessibility

The priority was to design building open for the guests. As

building is located in touristic region with the access to ski

slopes it was required to design easy access to ski

cloakroom.

Cost-effectiveness

As investor is going to manage this building for 10-12 years,

it was assumed that SPBT of any improvement must be

lower than 8 years.

Energy efficiency

Any energy efficiency solution should be considered,

however the requirement of 8 year SPBT must be

preserved.


3

Design goal Describe the goal and the set-point values if applicable

Functional/Operational goals

One of the most important role was to adapt zoning of the

heating system in building (seasonal occupation of the hotel)

and design openable windows and automatic thermo valves

in each guest room.

Historic preservation

Non adequate

Productivity

Non adequate

Secure/Safety

All requirements from Building Law must be fulfilled.

Sustainability

The use of local energy sources and local materials. In the

location of the building exist district heating supplied from

geothermal water. The goal was to use this energy source in

building.

Other

Non adequate

3 Work organisation

3.1 Team composition

Has been the design team the same during the whole process?

The same design team has been working during the whole process starting from design

concept up to building documentation. The design team consist of: Biprowłók Sp. z o.o.

(architectural, construction and all installations), Qualia Development (investor), Narodowa

Agencja Poszanowania Energii (energy consultant, ID facilitator). In the design process also

other companies like iNERGY (renewables energy systems) was asked for consultation best

solutions for the building.

Has the multidisciplinary team increased the effectiveness of the design phase?


4

The close cooperation within design team allowed to increase the effectiveness of the design

phase. The every two weeks meetings and close cooperation using email and telephone

consultation was crucial in proper designs preparation.

Has the multidisciplinary team anticipated interferences between activities and avoided

problems?

Thanks to close cooperation in multidisciplinary team most of problems were solved on the

concept design stage.

Do you consider useful the constitution of a multidisciplinary team from the beginning of the

design activities?

For this project the constitution of a multidisciplinary team from the beginning of the design

activities was very useful.

3.2 ID facilitator: role and function

Describe the role of the ID facilitator during the development of the pilot project.

ID facilitator was responsible for supervision on energy effectiveness of the proposed

solution for the building. ID facilitator was a person from energy consultant company and

close cooperation in preparing energy analysis was established.

Describe within maximum one page your level of actual involvement in the respective phase:

Initial planning phase, Competition phase (if applicable in your country), Concept design

phase, Detailed design phase, Construction phase.

Table 2: Role of the ID Facilitator per design phase.

Design phase Describe the involvement of the ID Facilitator

Initial planning phase

Non adequate. The initial planning phase was covered by

investor.

Competition phase

Non adequate. In this project the competition phase was

covered by investor.

Concept design phase

ID facilitator was responsible in close contact with all

members of design team. At the beginning of concept design

process ID facilitator with investor established requirements

for solutions in the buildings that exceed from Building Low


5

Design phase Describe the involvement of the ID Facilitator

requirements and building tradition. As the investor will hold

the building for 10-12 years the requirement of maximum

STBT of 8 year for every “extra” solution was set. Next ID

facilitator was responsible for close contact with designed

team and energy consultant to check if proposed solution for

the building meet investor requirements and increase

building energy effectiveness.

Detailed design phase

At the detailed designed phase ID facilitator was responsible

for close contact with investor and energy consultants in

order to check if proposed on concept designed stage

solutions were applied in detailed designs of the building.

Construction phase

Non adequate

3.3 ID facilitator mandate

Has the ID facilitator received a mandate from the owner?

No, the ID facilitator didn’t receive a mandate from the owner

Please, attach a copy of the mandate in the Annex X at the end of this report if possible.

4 Communication among the team members

4.1 Use of Building Information Model (BIM) tools

In case more than one BIM tool was used during the design, there were problems in sharing

the numerical model among the team members?

None of the BIM tool was used during the design. Some files concerning building information

(like drawings) were shared among the team members.

Can you briefly report your experience in using BIM tools, basically by referring to the

lessons learnt?

As none of the BIM tool was used during the design on this project any lessons learnt can be

presented.


6

Do you think that the level of development of the software you used is adequate to be used

in the practice?

Yes, the level of development of the software used within the project is adequate to be used

in the practice. Of course more sufficient tools with the total building information may be

helpful however every member of design team must have access to such tools.

Can you point out some lacks you found in using BIM tools?

The use of BIM tools needs from the each design member partner to possess such tool

4.2 File sharing system

How do you evaluate the efficiency of your file sharing system?

The file sharing system was good enough. One person from each design partner was

responsible for file sharing, and one person from investor side had supervision on this.

On the base of the experience gained during this project, would you take in consideration the

adoption of more advanced systems to share files?

As sometimes some problems occurred in used files sharing system the adoption of more

advanced systems as ftp server of keeping files in cloud could be considered to use in the

projects.

4.3 Information sharing

How do you evaluate the efficiency of sharing information during this project?

The efficiency of information sharing during this project was good. One person from each

design partner was responsible for information sharing, and one person from investor side

had supervision on this

On the base of the experience gained during this project, would you take in consideration the

adoption of more advanced systems to share information?

On the base of the experience gained during this project any advanced systems to share

information could be considered.


7

4.4 Transfer of knowledge

Transfer of knowledge is about how the ID process increases understanding and knowledge

of all specialists work conditions. The aim of transferring this knowledge is that by increasing

awareness and knowledge during all stages of the planning process it should provide even

better ID processes in the future.

Describe how transfer of knowledge took place among architects, engineers and developer.

This project was the first one for each design team member where ID process was adopted.

Thus at the beginning of cooperation in the first meeting the ID facilitator described what is ID

procedure and the principles of cooperation in the project have been determined. The project

partners stated that in previous projects some of the principles of ID process has been used,

however this was the first project where ID process was present in concept design and

detailed design.

An investor has adopted ID process in his second project and stated that such action will

become standard for him.

Investor, architect and engineers were disappointed about the lack of condensed knowledge

on ID, however the presence of ID facilitator were positive aspect of the total project.

5 ID Strategy – Workflow

5.1 Quality assurance plan & Quality control plan

A Quality Assurance Program describes the overall goals for the building. The values have to

be described both as goals and demands. It may also be useful to weight the goals or rank

them. It is important that the Quality Assurance Program is deeply rooted in the decision

makers of the project and it should be given the same status as the budget and time

schedule for the project.

The Quality Assurance Program has to be followed up by a Quality Control Plan. This plan is

a tool for the project team and a document that makes it possible for the building owner to

control and follow up the goals. The quality control plan defines goals and related sub goals,

defines milestones through the planning and construction phases, and specifies who is

responsible for each task.

Unfortunately for the considered pilot project of hotel building in Zakopane either Quality

assurance plan or Quality control plan was established. Despite this an investor was aware

of the importance of those documents and had supervision over every part of the building

design process.


8

5.2 Setting responsibles, milestones and highlighting critical points per each design phase

The responsible in charge for a given design phase helps the ID facilitator in managing the

whole process. He/she has the responsibility for the correct implementation of the tasks

planned in a specified phase and for the on-time execution of the activities.

A milestone is a formal checkpoint defined by the whole design team during the initial

planning phase. It can be a formal approval by the owner or the delivery of one or a set of

documents. The approval of a milestone allows access to a subsequent phase.

A critical point is an unexpected situation that has occurred during a given design phase.

Please report the solution discussed within and proposed by the design team.


9

Table 3: Responsibles, milestones, critical points and outcomes per design phase.

Design phase Responsible(s) in

charge for the phase

Milestone(s) Critical point(s) Outcome(s)

Initial planning phase

• Qualia development

• Spatial and functional program

• Feasibility study on existing building modernization or new building construction

• The overall concept of the building.

• Specific requirements (facilities in the building).

• Internal discussions

• Comprehensive examination of the processes and structures of the different subcontractors.

Competition phase/

Concept design phase


• Biprowłók

• NAPE

• The best, winning project

• Concept of the building

• Examination of the criteria to be respected in the life cycle cost and energy efficiency

• Building concept design review.

• Calculation of energy performance indicators and life cycle costs of each solution

• Feasibility study of different proposed energy efficient solutions for building

Detailed design phase


• Biprowłók

• NAPE

• Design of the building (architectural, construction, systems)

• Examination of the criteria to be respected in the life cycle cost and energy efficiency

• Verification of the measures proposed at concept phase

• Building design review.

• Calculation of energy performance indicators and life cycle costs of each solution

• Report of applied energy efficient solutions

Construction phase

Non-adequate Non-adequate Non-adequate Non-adequate


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6 Innovation and Demonstration

6.1 Innovative solutions

The most innovative features that occurred during this building design process was:

feasibility study on building construction and HVAC systems. Due to NAPE involvement in

the project a lot of analysis on life cycle cost and energy efficiency of different external

envelopes, heating, cooling and lighting system and energy sources has been done. The

analysis were used by Qualia Development to choose the best solution, which was

implemented by Biprowłók in the designs.

6.2 Demonstration (Results and Process)

Localization of planned building

At the localization of planned building an old hotel building is placed. The existing building

will be demolished and new building will be constructed.


11

Architectural concept of the building

In order to keep local architecture a wood on the façade and steep roof was designed.


12

Sun path analysis

A sun path simulation has been done in order to verify shadowing of existing buildings.

Cost analysis of external envelopes

The cost analysis has been done for every external envelope in order to find best solution.


13

Thermal bridges analysis

In order to minimalize problems with thermal bridges most of construction details were

analysed.


14

Energy source analysis

The analysis of heat and electricity energy sources has been done in order to find best

system for the building. In the analysis three main parameters where verified: primary

energy, CO2 emission and LCC. Other parameters like noise, external founding where also

taken into consideration. In total six systems were compared.

LCC results. The best solution with lowest LCC is system with district heating.

System referencyjny System alternatywny 1 System alternatywny 2 System alternatywny 3 System alternatywny 4 System alternatywny 5

Rodzaj źródła - Sieć ciepłownicza Sieć ciepłownicza Kocioł gazowy Cieczowe kolektory słoneczne Pompa ciepła Kogeneracja

Wielkość systemu kW lub m2

876,0 876,0 876,0 192,0 255,0 162,0

Roczna produkcja/zakup ciepła MWh/rok 2824,0 2824,0 2824,0 77,7 1897,0 1024,0

Sprawność wytwarzania/trasnformacji ciepła % 95% 95% 94% 97% 510% 56%

Rodzaj źródła - brak brak Kocioł gazowy Sieć ciepłownicza Kocioł gazowy

Zainstalowana moc kW 0,0 0,0 876,0 621,0 714,0

Roczna produkcja/zakup energii MWh/rok 0,0 0,0 2746,3 927,0 1800,0

Sprawność wytwarzania/trasnformacji ciepła % 99% 94% 94% 95% 94%

System referencyjny System alternatywny 1 System alternatywny 2 System alternatywny 3 System alternatywny 4 System alternatywny 5

Rodzaj źródła - Sieć energetyczna Ogniwa fotowoltaiczne Ogniwa fotowoltaiczne Sieć energetyczna Ogniwa fotowoltaiczne Kogeneracja

Wielkość systemu kW 975,0 19,2 19,2 975,0 19,2 100,0

Roczna produkcja/zakup energii MWh/rok 2040,0 14,0 14,0 2040,0 14,0 632,0

Sprawność wytwarzania energii % 13% 13% 32% 25% 35%

Stopień wykorzystania produkcji na potrzeby własne % 100% 100% 100% 100% 100%

Rodzaj źródła - brak Sieć energetyczna Sieć energetyczna brak Sieć energetyczna Sieć energetyczna

Zainstalowana moc kW 975,0 975,0 975,0 975,0

Roczny zakup energii MWh/rok 2026,0 2026,0 2026,0 1408,0

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15

Primary energy results. The best solution with lowest primary energy needs is system with

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CO2 emission results. The best solution with lowest CO2 emission is system with

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16

6.3 Lesson learned

What lessons have you learned during the ID process?

The most important in using Integrated Design procedure is awareness of the investor/client.

In the first step it was useful to present to the client the opportunities and advantages of

applying ID process. In such way the cooperation between client, design team and facilitator

is much easier and much more analysis on the concept stage can be done. Very important is

also good communication within the design team.

Why is this project innovative?

This project was the first one for this building owner where Integrated Design process was

applied. Mostly developers design and construct buildings for sale. In this project developer

is going to operate the hotel for next ten to twelve years, therefore the energy efficiency and

low maintenance cost are so important to him. In this process not only energy analysis

regarding building construction, systems and energy sources was done but also other

analysis regarding materials or water consumption was provided.

What kind of problems did occur during the ID process and how did you solve it?

The system designers were not convinced to use heating seasonal schedules and heating

zoning of the building. Building energy simulations and cost analysis has been done in order

to show that this solution is suitable for the building. It was showed that due to heating zoning

and temperature decrease in some weeks of lower building occupation energy and operation

costs will decrease. Finally systems designers approved proposed solution of heating control

strategy.

What would you do differently during the next ID process?

This is quite a good practice example. The Integrated Design process worked well. The

building owner and design team was convinced to apply the Integrated Design process. In

this project the sustainability standards other than cost were difficult to implement. It is

important to explain well all sustainable goals at the kick-off-workshop.

Documents

Documentation of pilot project “Hotel Golden Tulip Zakopane”Unfortunately for the considered pilot project of hotel building in Zakopane either Quality assurance plan or Quality