An active Solar Water Heater was installed in a Commercial building

Initiation Stage

• Initially, a centralised boiler system was supplying 100% of the heating and hot water demand for the building. The system was operating round the clock.
• Refurbishment works were planned for the building. As a result, reduction in the demand for hot water in the building was projected, driving higher the inefficiency of the boiler system.
• The need to gain further understanding on SWH technology and its benefits led the in-house FM team to seek for expert advice from local Solar Water Heater suppliers.
• Grant opportunities were explored; however, available schemes were found to be financially unfeasible and time-consuming.

Planning and Design

• The contractor calculated the demand for hot water in the building (including potential expansions to floor areas) and specified a system with the following characteristics: Twin coil, 1 hot water cylinder, with 3Kw immersion capability and 300lt capacity.
• Concerning legislation, Planning Permission was required for developments as the buildings are situated in ‘an area of outstanding natural beauty’ (AONB). Application was approved within two months of being submitted.

Execution

• Preparation works: Existing pipes and water tanks from previous boiler system were taken apart. Works were carried out over a period of two months whilst refurbishment works were taking place in the building. Temporary facilities were set up as a means to ensure continuity of business as usual.
• Installation of system: Setting up the system (i.e. hot water cylinder, solar panels and required water pipes) was done over 3 working days.
• Installation was scheduled to avoid affecting business operations.

Operation

• The technology is simple to understand and is operated by the organisation’s premises manager, who is in charge of handling all the heating and cooling needs of the building.
• The system comes with a built in control mechanism which automatically switches between the solar power supplies and immersion back-up. This feature simplifies management of the system.
• Training in trouble-shooting was given by the contractor to client.

Maintenance

• A one-year maintenance contract was agreed upon with the contractor. On conclusion, a program for basic preventive maintenance is scheduled.

Monitoring and feedback

• Performance of the system has been measured in terms of the reductions observed in fuel consumption.

Project Managers

• Richard Renaut and Charles McNeil of Roffey Park Institute: who coordinated and managed the contractors through to completion of project.

Contractors

• Steve and Keith Haffenden of GrEnergy: who advised and installed the panels and HW tank (www.grenergy.co.uk).
• Arthur Edwards of MBM Services: who coordinated and undertook the removal of calorfiers, CW tanks and  installed new CW supplies.

• To reduce operation costs by lowering fuel consumption of boilers.
• To reduce the organisation´s environmental liability in terms of the negative impact caused by the previous inefficient way of providing heat and hot water to the building

• A reduction in fuel consumption of 12%* was observed in Year1 (2007/08) and a further 5% reduction is predicted for 2008/09.
• Financial savings are calculated at £2500* pa for 2007/08
• CO2 savings are yet to be calculated.
  • *However both measures are potentially higher as 12 additional radiators were added in three areas of the building being supplied by the same heating system.
• Maintenance savings of approximately £500   have been achieved as a result of the decommissioning of the previously required water tanks and calorifiers

Environment

• The use of harmful chemicals to the environment has been reduced. For example, chlorides to provide maintenance to the now decommissioned water tanks are no longer required.
• The carbon footprint of the organisation has been reduced.

Economic

• Financial savings resulting from a reduction in the consumption of fossil fuels have been attained.

Social

• Awareness on the benefits of the project has led to the uptake of the practice by two members of staff.
• Educational articles relevant to the practice have been voluntarily written by members of staff.

• Benefits achieved (quantitative and qualitative) may be used to support further projects aimed at replicating the practice in other areas of the building, in particular the swimming pool.

• Grant schemes available for supporting investment on the project were not feasible from an all round perspective. Improving the FM´s team knowledge on the potential benefits of the technology was an important issue towards putting together a solid business case.

• Due to the long periods of inactivity of the boiler system, errors began to appear during the start-up process. In order to overcome this problem, it was decided to run the boiler pumps on a monthly basis. No start-up errors have been registered since this preventive maintenance strategy was implemented.
• Failure to establishing a baseline for the energy consumption of the building has hindered the organisation´s efforts of measuring the system´s performance. A strategy for the setting of appropriate metering systems is to be developed.
• The project was delayed as a result of unexpected planning permits. A contingency plan for the placement of an alternative hot water system was defined.

• Working with a local, small and competent company has meant a greater degree of trust and support has been developed.
• Looking for available grants is always recommended; however, one should not overlook the possibility that working under these schemes may sometimes result in higher costs for the project.
• When evaluating a system one should also consider its versatility in terms of producing data which can be readily used to measure its ongoing performance.
• Always look into current legislation issues relevant to your project. Neglecting to do so may compromise the overall success of the project.