Documentation report of 10 business collaboration events: Business collaboration event Arnhem

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Grant Agreement No: IEE/12/704/SI2.645922

COHERENO

Collaboration for housing nearly zero-energy renovation

D5.4 Documentation report

Documentation report of 10 Business Collaboration Events

Business Collaboration Event Arnhem

08.10.2014

Lead partner: TU Delft

Organisation partners: Hogeschool van Arnhem en Nijmegen, DNA in de Bouw

Start date of project: 1 April 2013 Duration: 36 Month Target group: Partners Classification: Final Document Project website: http://www.cohereno.eu/

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Template by:

Österreichische Gesellschaft für Umwelt und Technik, Austrian Society for Environment and Technolgy (ÖGUT), Austria

Susanne Supper, Franziska Trebut, Hannes Warmuth

Author:

Erwin Mlecnik, TU Delft

Moderators:

Erwin Mlecnik, TU Delft Ad Straub, TU Delft

Frits Schultheiss, HAN Techniek

Disclaimer: 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 EASME nor the European Commission are responsible for any use that may be made of the information contained therein.

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1 Introduction

This report is part of an Intelligent Energy Europe project, entitled “COHERENO - Collaboration for housing nearly zero-energy renovation” (www.cohereno.eu). The main objective of this project is to strengthen the collaboration of enterprises in innovative business schemes to develop nearly Zero Energy Building (nZEB) renovation in owner occupied single-family homes.

In order to counter the fragmentation of market players on the supply-side and to encourage collaboration along the supply-chain, Business Collaboration Events have been implemented. The events were intended to fulfil two main objectives: They should pave the way for the uptake of new business models (WP6) and furthermore they should have the potential to be a starting point for a long term B2B networking initiative - even beyond the COHERENO project - that is dedicated to the widespread offer of integrated, collaborative services for nZEB housing renovation across Europe, increasing both the quantity and quality of single-family housing renovations.

This report documents the general implementation of a Dutch national event (Arnhem) with regard to the number of participants, the content of the presentations and the results of the group work sessions. The general structure of the respective events is based on the national action plans (D5.1), according to the interactive concept of the events. Due to different national characteristics and conditions of the nZEB housing market the concept of the Business Collaboration Events slightly differs from country to country in order to meet national requirements.

2 BCE Arnhem

A total of 19 persons actively participated in the first Dutch Business Collaboration Event in Arnhem. 28 people were registered.

2.1 Organisational information

Location Zaal E009, HAN Techniek, Arnhem

Date 8 October 2014, 14:30-18:15h

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No. Name Surname Area of activity

Taking part Experience in nZEB renovation Seeking actor collaboration

1 Arno Albers Integrated services, Advisor, Engineer, Thermal imaging, ESCO provider

2 Jan Baarends Windows/doors 3 Ietsen Bakker Construction, Advisor,

Thermal imaging 4 Rob Blesgraaf HVAC, Electricity,

Renewable, Engineer 5 Natasja Brands Architect

6 Doris de Bruijn Advisor, Engineer 7 Michel Coenen Advisor

8 Theo van Es Policy actor, Home-owner association

9 Mirjam ten Hove Construction, Insulation, Windows/Doors,

Renewable, Integrated Services, Operation and Maintenance, Advisor 10 Ben Kruseman Construction, Integrated

services

11 Theo Land Integrated services, Home-owner association 12 Henk Leenders Construction, Insulation,

Airtightness, Windows/doors, Renewable, Integrated Services, Operation and Maintenance, Calculation services

13 Jasper van der Linden Architect

14 Mechtild Linssen Advisor, Event organiser 15 Erwin Mlecnik Event organiser,

Moderator

16 Arie Molenaar Construction, Engineer 17 Edwin Prins Advisor

18 Martin Roders Event organiser, advisor 19 Esther Schenkelaars Construction, Insulation,

Advisor, Calculation services, Project developer, Financial advisor

20 Roland Schraverus Architect, Advisor, Engineer

21 Frits Schultheiss Moderator 22 Ad Straub Event organiser,

moderator 23 Sean Vos Advisor, Engineer 24 Luuk van der Werf Construction, Advisor 25 Onno ter Wisscha Advisor, Engineer

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26 Jurgen ten Brink Advisor, Project developer 27 Marcel Ilbrink Airtightness, Advisor 28 Dik Roetert

Steenbruggen

Home-owner association

2.2 Agenda

Time Content

14:30 – 15:00 Registration and welcome coffee

15:00 – 15:10 Opening and introduction Plenum

15:10 – 15:25 Kick-off presentation on “Creating customer confidence through quality assurance”

15:25 – 15:50 3 pitch presentations on success stories drawn from the analysis of collaboration structures, at least one of these presentations with focus on QA issues

15:50 – 16:00 Introduction to group work sessions 16:00 – 16:05 Seeking groups

16:05 – 16:20 Group work session: brainstorming on actor

collaboration and specific problems / solutions to be dealt with, special focus on QA issues

Groups of 4-6 people

16:20 – 17:50 Business modelling 17:50 – 18:00 Feedback questionnaires

18:00 – 18:15 Concluding session: Outlook to the next steps, focus

on future workshops Plenum 18:15 Sandwich buffet and informal networking

2.3 Presentations

The following presentations were presented at the Business Collaboration Event in Arnhem.

Title Presenter Type of presentation

Ontwikkelingen BENG-renovaties particuliere woningmarkt

Ad Straub Opportunities for business collaboration Consumentenvertrouwen door

kwaliteitsborging

Erwin Mlecnik Creating customer confidence through quality assurance Buitenlandse voorbeelden Ad Straub Opportunities for

business collaboration

E-novatiewinkel Esther

Schenkelaars

Best practice renovation, Collaboration structure Samenwerken bij renovatie Jasper van der

Linde

Best practice renovation, Collaboration structure

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Ad Straub (TU Delft) sets the scope of COHERENO project and sketches the needed collaboration for nZEB renovation of single-family houses. An nZEB radar is presented to detect nZEB renovations on four levels. The investments for sustainable solutions increase in the Netherlands and research shows that 25% of owner-occupants are fans with a positive attitude towards sustainability. These owner-occupants are usually somewhat older, with high education and income, and living in larger more expensive houses. A lot of recent initiatives promote integrated renovation towards nZEB and quality assurance, such as ‘More with Less’, renovation stores - initiated by Platform31, but also for example the regional e-novatiewinkel -, local coalitions and consortia and policy initiatives. The Deal “Stroomversnelling Koopwoningen” (29 september) further gives impetus to the market. To reach a market of nZEB renovation of single-family houses, there is a wish or need from homeowners for independent advice (energy, comfort, technical, financial, quality assurance, costs), and guarantees. A trusted contact is needed during the whole process from initiative to after-care. Customer values have to be determined, as well as suitable communication channels.

Erwin Mlecnik (TU Delft) presents the Dutch results from the COHERENO project on reaching customer confidence through quality assurance. The TU Delft Solar Decathlon project shows that a fast renovation is a complex challenge, in which various parties are involved. What matters is delivering quality, i.e. delivering an end result that the client wishes by means of a consistent working method. Quality is the key to competitiveness and trust from the client. Various factors play a role to achieve quality: the definition of the end result (energy challenge), the knowledge and experience of the actors, the quality of the products and tools and the collaboration, coordination and teamwork. However, most Dutch homeowners who renovated their house to nZEB find that goals are not reached, that architects and consultants were not knowledgeable enough, and that independent energy advice is missing. Dutch frontrunner companies are struggling with offering guarantees, and with establishing lean project management and knowledge sharing between actors. Many companies acknowledge problems with coordination, but are not familiar with working with a project manager for nZEB renovations of single-family houses. For further information the COHERENO reports and leaflets can be consulted. Specific recommendations were formulated for the development of various business model building blocks.

Ad Straub (TU Delft) describes examples from abroad how collaborations for nZEB renovation can be initiated by various actors. For example, in Norway energy advisors are pushing homeowners to such renovations, including quality assurance and support for requesting financing. In Austria, architects offer redesigns of houses with quality assurance. In Germany, small contractors work together as shareholders offering project management. Esther Schenkelaars (de e-novatiewinkel) looks back at her experience of running a renovation store during one year. The team includes herself as business manager and a few advisors who consult homeowners about design and execution of zero-on-the-meter renovations. A first integrated renovation project just started and the goal is to finish it in three weeks. Previous renovation works include installing façade insulation, floor insulation, roof insulation, PV panels, solar boilers, wind energy and consultancy. It was hard to find the first clients for integrated renovations and a suitable company format.

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Jasper van der Linde (K3 architectuur) showed a practical example of a collaboration structure for the renovation of 36 houses in Leerdam. At first there was limited interest from the tenants. The customer segment was mapped in more detail, and design solution scenarios were proposed according to the wishes of the tenants. A renovation in 6 days was proposed. Finally, all 33 tenants decided to have standardised renovation options implemented.

Erwin Mlecnik (TU Delft) introduced the exercise for business modelling. The aim is to develop a business model to deliver quality and to unburden homeowners who want to renovate their house towards nZEB. Better coordination is challenged between first-line consultants, advisors, architects, contractors, quality assuring actors in order to respond to real needs of a specific customer segment. Two renovation cases are proposed for reflection: a renovation of a detached single-family home towards passive house standard on the regional country side (older people, higher budget, to be renovated when is use), or a renovation of a terraced house in the industrial belt in Nijmegen (younger people, low budget, not inhabited).

The participants are split in three groups. Three moderators support the groups (Erwin Mlecnik, Ad Straub, Frits Schultheiss). After the exercise (1,5h) each moderator briefly presents the developed business model in his group.

2.4 Barriers and opportunities of business collaboration

Each participant in each group reflected shortly about the barriers and opportunities that are encountered in daily practice.

The following barriers were experienced:

- Connecting to client’s wishes, the importance of irrational factor (emotion) - The lack of motivation to renovate, the high treshold for nZEB renovation - The high costs, the lack of grants to make nZEB renovation cost-efficient The following opportunities were experienced:

- The delivery of advice coupled to guarantees and after-care - Increasing the degree of life-cycle resistance

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2.5 Business Model Generation

Flipchart Group 1 (blue badge) and 2 (green badge)1 (Moderator/reporter: Erwin Mlecnik)

Summary Business Model:

The group chose for the renovation of semi-detached houses (two under one roof).

1. Customer segment: The detected customer segment has a high budget and is aged 50+. The houses remain inhabited during renovation.

2. Value propositions: Living longer in the house, making it ife cycle resistant, use the value of the house as financial security, connect to wishes for living in the house (for instance comfort and independence of energy supply)

3. Channels: digital market place, renovation store, information via the energy bill, experienced clients on television programmes

4. Customer relationships: custom-made solutions (CRM), municipal/regional approach (for example via VNG), offering reviews, offering visits to renovations

5. Revenue stream: one total offer based on a result to be achieved, options for quality and maintenance contract

6. Key resources: energy director (who takes care of unburdening), experienced contractor

7. Key activities: Energy calculations, quality assurance (guarantee and after-care, control of the evolution of energy use), supply chain collaboration in lean process

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Doris de Bruijn (renovation consultant), Dik Roetert Steenbruggen (housing association), Jurgen ten Brink (consultant housing association), Theo van Es (programmer sustainability municipality of Apeldoorn), Martin Roders (TU Delft), Erwin Mlecnik (TU Delft, group moderator)

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8. Key partnerships: innovative suppliers (instead of contractors?), marketeer,

guaranteeing institute, municipality, energy provider (for communication via energy bills).

9. Cost structure: mainly wages (percentage distribution per partner), marketing costs Discussion:

The target group is considered very promising. Another strength is that one total package is offered and income is distributed in terms of percentage between partners. It was noted that the partners found it more interesting to work with innovative suppliers instead of

contractors. The possibility to connect the model to care insurance initiatives is an interesting idea that can be developed further.

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Flipchart Group 3 (red badge)2 (Moderator/reporter: Frits Schultheiss)

1. Customer segments: clients aged 50+ with a high available budget

2. Value propositions: avoiding to learn from own mistakes by constantly updating; offering guarantees, security and comfort in combination with future living needs as a carrier for nZEB renovation.

3. Channels: useful data via a database analysis, mouth to mouth publicity of good craftsmanship, making use of social media, setting up a digital forum

4. Customer relationships: long-term relation by means of a maintenance package. The Steve Jobs effect: this is what I want. Offering a pleasant experience for the client, who consequently recommends actors. A walk-in facility (physical

location) makes the relationship with the client easier.

5. Revenue stream: extra profit by offering comfort, maintenance, ease, emanation, and energy gains.

6. Key resources: integrated project-based consultants, in-house knowledge and experience (learning trajectory), an independent auditor, a marketeer and a financer.

7. Key activities: a quality assurance system, knowledge sharing and communication/marketing

8. Key partners: depending on the project; the client, a care insurer, someone from another sector (for example software for serial production like in the automotive industry), a product developer

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9. Cost structure: lease/residual value, total cost of ownership/ thinking in life cycles, reducing failure costs

Discussion:

The partners find the model difficult to implement for houses that are inhabited. Other weaknesses for inter-collaboration are the competition urge, saying yes but not doing, trust between partners. There are still too many possibilities and no bridges between

dependencies.

Strong points of the model include the flexibility compared to what is asked and explicit inclusion of learning from mistakes. The model foresees the needs of the client offering a good sales-oriented product. A total concept is offered, as well as guarantees. Such a model is needed (creating awareness).

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Flipchart Group 4 (yellow badge) (Moderator/reporter: Ad Straub)

1. Customer segment: Elderly couple without children (or the children have left the house), with a high budget for renovation. Probably they can take an extra mortgage on the renovated house or they can use savings for investments.

2. Value propositions: Comfort is important. Customers are offered a series of

renovation scenarios. The ‘beloved house’ where the customers live for years will be redesigned with care. The energy-efficient renovated house will contribute to a better world for the grand-children. The clients are offered unburdening, a smooth process, the refurbishment will be done without causing mess. Overall refurbishment of the house should be fun.

3. Channels: One might expect that the customers read glossies and are active on the internet. Also the municipality or e.g. a neighbourhood council is an attractive

channel because a neighbourhood approach could be shaped. One has to show the customers what they might expect from the renovation.

4. Customer relationships: The experience of what customers might expect from the renovation of their own house is important and done by organising site visits to renovated houses. Also workshops will be organised.

5. Revenue stream: The energy savings of the renovation are the revenues. Besides contracts for maintenance and unburdening are being offered and will yield money. 6. Key Resources: design concepts for the renovation of reference dwelling types,

including energy saving and investment calculations. Professional skills of the partners are important. One has to consider a careful selection of the partners. Especially empathic process management and supporting care of the customer is important.

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7. Key Activities: The empathic contact with the customer is the key activity. Besides all activities of the partners has to be coordinated.

8. Key Partners: Key in the business model is the process and/or customer manager (this could be different persons working closely together). Key partners are a marketing office, an architect and an overall contractor.

9. Cost structure: - Discussion:

A weakness in the model is that revenue streams from energy savings are difficult to implement. A more traditional revenue stream based upon the works carried will probably work better (the customer are expected to have savings and/or a low existing mortgage). A main strength of this model is the unburdening of the customer and the flexibility of the offer.