soft Landings BREEAM intrepretive document V4_Layout 1 27/05/2011 09:14 Page 1

www.softlandings.org.uk

BREEAM 2011

Soft Landings

an interpretation note for clients and designers

www.bsria.co.uk

BSRIA BG 28/2011

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BREEAM 2011/Soft Landings Interpretation Note

BG 28/2011

BREEAM New Construction, the updated environmental assessment and certification scheme for new nondomestic buildings (BREEAM 2011), now rewards Soft Landings activities. Clients and their design teams are
now able to demonstrate they are achieving key aspects of the criteria of Section 4 Management, specifically
Management 01 Sustainable Procurement, by adoption of the worksteps in the Soft Landings Framework. This
BSRIA document provides explanatory notes where the Soft Landings Framework is referenced in BREEAM
requirements, and assists in meeting a number of BREEAM credits. Additional information is provided to enable
quick identification of the detailed activities in the Soft Landings process that are most appropriate to BREEAM

MANAGEMENT 01 SUSTAINABLE PROCUREMENT

Project brief and design

Credit Requirements 1-3

Requirements 1&2: Roles and Responsibilities

Specific Soft Landings worksteps

From RIBA Stage B or equivalent, the client, building occupier, design

team and contractor are required by BREEAM 2011 to contribute to the
projects decision-making process.This includes identifying and defining
their roles, responsibilities and contributions

Stage 1 B1: Define roles and responsibilities

Clarity is essential in the chain of command and in
agreeing the decision-making procedures

Stage 1 B4: Set environmental and other

performance targets

Soft Landings requires that all roles and responsibilities are clear from the outset.
Shared risk and responsibility is at the core of Soft Landings. Roles and
responsibilities should be shared among the project sponsor, client advisors, the
project manager, and the design professionals. However, job titles are less important
than an individuals ability and temperament. Always choose the right people.

Targets need to be stretching but realistic. Design is fluid

and goalposts can move. It can be risky to make early
(notional) targets contractually binding. Its better to have
incentives to improve on targets rather than penalities for
non-achievement. Contractual wrangling will compromise
teamwork and willingness to share risk

Roles and responsibilities should also be set aside for key contractors yet to be
appointed, and expressed in tender documentation to which contractors can
respond. In order to foster collaborative working, the contractors Soft Landings
activities should be made contractually binding only where absolutely necessary.

Stage 1 B6: Incentives related to

performance outcomes

The facilities manager should be involved to ensure the design reflects operational
needs and realities. Where premises staff have not been appointed, the client should
seek an independent specialist to provide early observations and advice.

Requirement 3:Training schedule and handover information

(maintenance, training and end-user documentation)
BREEAM 2011 requires a schedule of training identified for relevant
building occupiers and the premises manager (based on the handover
and occupation plans)

Training and handover support needs to be planned from project inception.

Training should include demonstration of the building management system and its
interfaces. Occupiers need to be made familiar with all allied controls systems,
know that they are operating correctly, and understand how to use and fine-tune
them.
Close attention should be given to the usability and manageability of design
elements such as moving parts, electrical components and their controls. Where
appointed, facilities managers and user representatives should be involved in
reviewing the proposals. They should be able to comment on the design intent and
the details of the management and user interfaces. Where premises staff have not
been appointed, the client should seek out companies or individuals who are willing
to offer their insights and wisdom to the project design team.

Decide on the methods and metrics for measuring

performance in-use. Measures of energy efficiency and
occupant satisfaction are fundamental to Soft
Landings. Incentives to achieve targets may be appropriate

Key Soft Landings worksheet stages

Stage 1: B1, B4, B6, B8

Specific Soft Landings worksteps

Stage 2 D1: Design development
Designers must consider the budgets and technical
expertise available to the occupier for maintaining the
buildings systems and in resourcing its facilities
management.

Stage 3 P5: Training

Ensure operation and maintenance staff are familiar with
the building and trained in the use of its systems. This
must be done in good time and not at the last minute

Stage 3 P6: Building management system

interface completion and demonstration
Ensure building operators are familiar with the BMS and
allied controls. Staff will need to know how to adjust and
fine-tune settings and have the appropriate level of access

Stage 3 P9: Compile a guide for occupants

A simple well-illustrated and annotated guide for
occupants will help users to understand the design
intention and to use the building effectively

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Soft Landings representatives must make themselves visible to the buildings

occupants. They should also revise the technical and user guidance in the light of
operational experience, and record any changes to system setpoints or operating
characteristics.

Stage 3 P10: Compile a technical guide

A technical guide should provide the facilities team with a
succinct introduction to the building and its systems. It
should have been developed during the design and
construction phases as information becomes available

Project teams should also consider multiple forms of user communication, such as
explanatory picture boards placed near to innovative or interesting systems, as well
as printed user guides. User controls may need more descriptive labelling.

Key Soft Landings worksheet stages

Requirements 4-6: BREEAM Accredited Professional

Specific Soft Landings worksteps

A BREEAM Accredited Professional (AP) can be appointed to facilitate

the setting of BREEAM-related performance targets

Stage 1 B1: Define roles and responsibilities

Soft Landings calls for Soft Landings champions

one on the client side and a
matching person on the supply side. Ideally, both champions should be people
involved for the full duration of the project. Where a BREEAM Accredited
Professional (AP) is being appointed for the life of the project, the AP could act as
the clients Soft Landings champion.

Stage 3: P1, P2, P5, P6, P9, P10

Project teams should identify Soft Landings champions for

the full duration of the project. It is equally important that
the roles and responsibilities of the demand-side client
team are well defined, and preferably matched in the
supply chain

MANAGEMENT 01 SUSTAINABLE PROCUREMENT

Construction and handover Credit Requirements 18-21
Requirement 18: Commissioning
BREEAM 2011 requires project team member(s) to be appointed to
monitor and programme the pre-commissioning, commissioning and
re-commissioning activities
The Soft Landings Framework requires the early appointment of a commissioning
manager, and the setting of a building readiness programme prepared before the
start of commissioning. Where a commissioning manager cannot be formally
appointed early on, the client or design team should consider hiring a
commissioning specialist to provide early input during design briefing.
There should be a programme for post-completion commissioning and fine-tuning
of static elements, such as checks of airtightness details, checks of window opening
devices and linkages, and envelope pressure tests. Commissioning should not be
confined to main plant, but also cover any movable devices in the occupied space.

Requirement 19-21: BREEAM 2011 requires commissioning to be

carried out in line with current Building Regulations, and BSRIA and
CIBSE guidelines
BREEAM 2011 and the Soft Landings Framework intepret commissioning slightly
differently. BREEAM 2011 expresses its commissioning requirements in terms of
BSRIA and CIBSE guidelines. The Soft Landings Framework refers to commissioning
requirements in terms of preparation, training and witnessing.
While the two approaches complement each other, the Soft Landings Framework
focuses on performance outcomes
how the building is supposed to benefit its
occupants
rather than the strict technical requirements of commissioning. For
example, it is not enough for energy meters to be installed and commissioned, they
must also be recording correctly. Their readings should be reconciled against the
main meters and any faults corrected before data is collected for analysis.
Data recording software run on a BMS also needs to be checked to ensure that
data collection is accurate and reliable. Special energy monitoring software may be
required to ensure that the BMS will record all the pulses from the meters.

Specific Soft Landings worksteps

Stage 3 P2: Building readiness programme
The building readiness programme needs to be prepared
well in advance of the move-in. Commissioning and
training needs to be co-ordinated, and all energy meters
checked, calibrated and zeroed at handover

Stage 3 P5: Training

Adequately-trained operation and maintenance staff must
be in place before handover.

Stage 3 P11: O&M manual review

The project team should review the content of the O&M
manuals with the facilities manager, who should sign it off
when it is complete and acceptable

Key Soft Landings worksheet stages

Stage 3: P3, P11

Specific Soft Landings worksteps

Stage 3 P3: Commissioning records check
Commissioning records should include energy data where
available, such as true power consumed by motors, not just
currents

Stage 3 P4: Maintenance contract

Ensure that the contract is appropriate and that the
service is in place immediately after handover

Key Soft Landings worksheet stages

Stage 3: P3, P10

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MANAGEMENT 01 SUSTAINABLE PROCUREMENT

Aftercare

Credit Requirements 22-25

Requirement 22: Seasonal commissioning

Specific Soft Landings worksteps

BREEAM 2011 requires seasonal commissioning responsibilities to be

completed over a minimum 12-month period

Stage 4 A1: Resident on-site attendance

The Soft Landings Framework encourages a programme of follow-through, with finetuning and seasonal re-commissioning. The Framework distinguishes between an
initial period of aftercare (the first eight weeks) and extended aftercare which may
last up to three years.

Stage 4 A3: Introductory guidance

Confirm who will be there, where, and when

Informal end-user meetings for the aftercare team to

present key information on how the building operates

Stage 4 A5: Communications

Initial aftercare should focus upon helping the occupiers understand their new
building and to assist the premises managers to operate the systems. In year one,
the primary focus should be on settling everything down, ensuring the design intent
is understood, identifying any problems, and logging usage and changes. There may
be a need to fine-tune some systems.

Inform users on progress via newletters, websites and

helplines

Stage 5 Y3: Systems and energy review

A written review of overall energy and systems
performance at six-month intervals

Stage 5 Y4: Fine-tune systems

An occupant survey after 3-6 months can collect valuable reactions from the
occupants and help to target early action. However, this can be premature,
particularly with phased occupation or where initial teething problems are still fresh
in the memory. Focus groups are an alternative, but they need careful facilitation.
This is also relevant to Requirements 23-25 described below.

Seasonal changes and results of monitoring may require

fine-tuning of systems and setpoints

Key Soft Landings worksheet stages

Stage 4: Steps A1 to A6 inclusive

Specific Soft Landings worksteps

Requirement 23: If the seasonal commissioning credit is achieved a

separate BREEAM credit is available for gathering energy and water
consumption data, and for understanding any discrepancies

Stage 5 Y1: Aftercare review meetings

Aftercare team members should meet with user
representatives and the premises team to review progress.
This can be initially quarterly but can decrease to every six
months after year one

Requirement 24-25 requires a contract or commitment to provide

aftercare support to all the building occupiers. An extra credit is
available for continuing the aftercare support for three years

Stage 5 Y2: Energy logging

Long-term aftercare consists of periodic reviews of the buildings performance in

order to understand and deal with any gaps between design expectation and actual
performance. Primarily this should focus on energy use and occupant satisfaction. It
is vital that responsibility for providing information, and reviewing it, lies with the
building owner and the management team not the original project team.

The premises team should take the lead on monitoring

energy consumption

Stage 5 Y3: Systems and energy review

A written review of overall energy and systems
performance at six-month intervals

Stage 5 Y4: Fine-tune systems

The Soft Landings Framework calls for an extended aftercare and post-occupancy
evaluation to provide insights, review performance, and help the users and
operators get the best out of their building. In years two and three, reviews should
concentrate on recording the operation of the building and reviewing its
performance against (reality-checked) targets.

Seasonal changes and results of monitoring may require

fine-tuning of systems and setpoints

Stage 5 Y5: Record fine-tuning

The aftercare period should include a number of independent post-occupancy

surveys. The type, coverage, method and timing of these surveys will depend on the
project, but in general both energy and occupant satisfaction surveys are best
conducted once the building and its systems have settled down, and for any initial
problems to have been resolved.

Fine tuning should be recorded for comparison with

earlier readings, and against forecast performance. The
O&M manuals, building logbook and any user guidance will
also need to be updated

Stage 5 Y8: Energy performance

Compare recorded performance with design targets

Stage 5 Y6: Communications

Ideally, the occupants should be able to draw upon a relatively long experience of
the building. The ideal time for a first survey is after 12 months full occupation,
which should dovetail with the end of the defects period. The survey will help to
inform any interventions to improve system performance. A second survey, at least
12 months later, can be used to check whether changes have led to improvements.

For more information

on Soft Landings, go to
www.softlandings.org.uk

Maintain newletters, websites and helplines

Key Soft Landings worksheet stages

Stage 5: Steps Y1 to Y9 inclusive

This interpretative document was produced by BSRIA in collaboration with

the BSRIA Soft Landings User Group. It was authored by Julie Godefroy of
Hoare Lea & Partners, and BSRIAs James Parker and Roderic Bunn
BSRIA BG 28/2011 May 2011

ISBN 978 86022 695-6

Printed by ImageData Ltd

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