Office, retail
and mixed-use.
The building has tenants, a budget committee and a plant that was commissioned once, twenty years ago, and has been drifting since. Most of the available saving is in the second of those facts, not the first.
Tenants, and
a budget
committee.
Two constraints shape commercial work more than the engineering does. The building cannot be taken offline, so instrumentation has to be non-invasive and the work staged around occupied hours. And the capital request has to survive a committee that is comparing it against a roof and an elevator modernisation, which means the number needs a stated confidence interval rather than a confident number.
Controls before capital
We examine sequences and schedules before equipment. In most commercial buildings the largest available saving is a sequence that no longer matches how the building is used.
Nothing cut, nothing drilled
Clamp-on instruments, temperature loggers and twelve months of utility data establish what is happening without a capital request to find out.
Funded before it is scoped
Which incentive programme will pay, and what it requires to have happened before a purchase order, usually decides the sequence of the work.
Two commercial
case studies.
A 23-storey office tower
ASHRAE Level III across central plant and envelope, delivered under BOMA Phase II. Five studies, and the instrumentation that settled the argument between them.
Whole building optimization
Rooftop units, controls and scheduling across a mixed-use property, with the savings confirmed against a fitted baseline rather than a manufacturer's claim.
Thirty minutes, with the engineer who would run the work.
No cost and no obligation. Bring twelve months of utility bills if you have them — that alone is usually enough to say whether a building has a capital problem or a controls problem.