One-stop shops for residential building

energy renovation in the EU

Analysis & policy
recommendations

Boza-Kiss, Benigna
Bertoldi, Paolo
Della Valle, Nives
Economidou, Marina

2021
This publication is a Science for Policy report by the Joint Research Centre (JRC), the European Commission’s science and knowledge
service. It aims to provide evidence-based scientific support to the European policymaking process. The scientific output expressed does
not imply a policy position of the European Commission. Neither the European Commission nor any person acting on behalf of the
Commission is responsible for the use that might be made of this publication. For information on the methodology and quality underlying
the data used in this publication for which the source is neither Eurostat nor other Commission services, users should contact the
referenced source. The designations employed and the presentation of material on the maps do not imply the expression of any opinion
whatsoever on the part of the European Union concerning the legal status of any country, territory, city or area or of its authorities, or
concerning the delimitation of its frontiers or boundaries.

Contact information
Name: Paolo Bertoldi
Address: Joint Research Centre, Via Enrico Fermi 2749, TP 450, 21027 Ispra (VA), Italy
Email: [email protected]
Tel.: +39 0332 78 9299

EU Science Hub
https://ec.europa.eu/jrc

JRC125380

EUR 30762 EN

PDF ISBN 978-92-76-40100-1 ISSN 1831-9424 doi:10.2760/245015

Luxembourg: Publications Office of the European Union, 2021

© European Union, 2021

The reuse policy of the European Commission is implemented by the Commission Decision 2011/833/EU of 12 December 2011 on the
reuse of Commission documents (OJ L 330, 14.12.2011, p. 39). Except otherwise noted, the reuse of this document is authorised under
the Creative Commons Attribution 4.0 International (CC BY 4.0) licence (https://creativecommons.org/licenses/by/4.0/). This means that
reuse is allowed provided appropriate credit is given and any changes are indicated. For any use or reproduction of photos or other
material that is not owned by the EU, permission must be sought directly from the copyright holders.

All content © European Union, 2021, except: p. 15, De Groote (2015), Figure 4; p. 15, Fabbri (2018), Figure 5; p. 16, Fabbri (2018), Figure
6; p. 22, Ipsos (2018), Figure 7; p. 23, Klockner and Nayum, (2016), Figure 8; p. 29, Sziptner (2013), Figure 10; p. 36, Refabert (2019),
Figure 15; p. 38, from https://www.alienergy.org.uk/affordable-warmth/, Figure 16; p. 39 De Groote and Lefever (2016), Figure 17; p. 61,
Bastian (2016), Figure 24; p. 75 Refabert (2019), Figure 27.

How to cite this report: Boza-Kiss, B., Bertoldi, P., Della Valle, N. and Economidou, M., One-stop shops for residential building energy
renovation in the EU, EUR 30762 EN, Publications Office of the European Union, Luxembourg, 2021, ISBN 978-92-76-40100-1,
doi:10.2760/245015, JRC125380.
.
Contents

Abstract ....................................................................................................................................................................................................................................................................... 1
Acknowledgements .......................................................................................................................................................................................................................................... 2
Executive summary .......................................................................................................................................................................................................................................... 3
1 Introduction..................................................................................................................................................................................................................................................... 7
1.1 The European building sector .......................................................................................................................................................................................... 7
1.2 Problem statement: aim of the report .................................................................................................................................................................... 9
1.3 Structure of the report ........................................................................................................................................................................................................10
2 State-of-the art in home renovation...................................................................................................................................................................................11
2.1 The renovation market value ........................................................................................................................................................................................12
2.2 The benefits of home renovation .............................................................................................................................................................................14
2.3 Barriers to energy efficient home renovation...............................................................................................................................................16
2.4 Decision-making in home renovation ...................................................................................................................................................................18
2.5 Current policy framework of the renovation market .............................................................................................................................21
2.5.1 The European context ........................................................................................................................................................................................22
2.5.2 National and local policies and measures for home renovation ..............................................................................24
3 One-stop shops: holistic integrated home energy renovation services .............................................................................................27
3.1 What is a home renovation one-stop shop? ...................................................................................................................................................27
3.2 The value proposition: The OSS service offer ...............................................................................................................................................29
3.3 The benefits and limitation of working with an OSS .............................................................................................................................31
3.4 Alternatives to OSS.................................................................................................................................................................................................................33
3.4.1 ESCOs vs OSS ............................................................................................................................................................................................................34
3.4.2 Facilitators vs. OSS ...............................................................................................................................................................................................35
3.4.3 Consultants vs. OSS .............................................................................................................................................................................................35
3.4.4 Combinations with other services ..........................................................................................................................................................35
3.4.5 Innovation and home energy renovation ........................................................................................................................................35
4 The European OSS map ...................................................................................................................................................................................................................37
4.1 Stakeholders in an OSS set-up....................................................................................................................................................................................40
4.1.1 OSS - the intermediary .....................................................................................................................................................................................40
4.1.2 Clients in the OSS value chain ...................................................................................................................................................................41
4.1.3 Contractors: craftsmen .....................................................................................................................................................................................42
4.1.4 Financial providers ................................................................................................................................................................................................42
4.2 Value proposition examples ...........................................................................................................................................................................................42
4.3 Price of the services ..............................................................................................................................................................................................................47
4.4 Costs .....................................................................................................................................................................................................................................................49
4.5 The size of the OSS market ............................................................................................................................................................................................50
4.6 Solutions that enhance an OSS service ..............................................................................................................................................................51

i
 4.6.1 Combination with other refurbishment aims: Partnership with transaction companies for the
right timing .........................................................................................................................................................................................................................................51
4.6.2 Packaging of interventions or step-by-step approach .......................................................................................................51
4.6.3 Pre-fabricated technical elements ........................................................................................................................................................51
4.6.4 Pooling of buildings..............................................................................................................................................................................................52
4.6.5 Digitalisation ...............................................................................................................................................................................................................52
4.6.6 Financial instruments .........................................................................................................................................................................................53
4.6.7 Energy Efficiency Certificates ....................................................................................................................................................................53
5 Policies for one-stop shops ..........................................................................................................................................................................................................54
5.1 Policy support examples ....................................................................................................................................................................................................54
5.2 Policy barriers examples....................................................................................................................................................................................................56
5.3 Role in deep renovation ......................................................................................................................................................................................................57
5.4 Role in dealing with energy poverty .......................................................................................................................................................................61
6 Conclusions and recommendations......................................................................................................................................................................................66
6.1 Summary of the European OSS map and its potential ........................................................................................................................66
6.2 Success factors and challenges .................................................................................................................................................................................68
6.2.1 Success factors ........................................................................................................................................................................................................68
6.2.2 Barriers overcome .................................................................................................................................................................................................70
6.2.3 Failure factors ...........................................................................................................................................................................................................71
6.3 Recommendations ...................................................................................................................................................................................................................72
6.3.1 Improve complexity and renovation time .......................................................................................................................................73
6.3.2 Enabling by policies..............................................................................................................................................................................................73
6.3.3 Enabling going as deep as possible through policies ..........................................................................................................74
6.3.4 Enabling energy poverty alleviation goals through OSS ..................................................................................................75
References .............................................................................................................................................................................................................................................................76
List of abbreviations and definitions ...........................................................................................................................................................................................76
List of figures .....................................................................................................................................................................................................................................................81
List of tables ........................................................................................................................................................................................................................................................82
Annexes ....................................................................................................................................................................................................................................................................83
Annex 1. Methodology .......................................................................................................................................................................................................................83
Annex 2. Case studies registry ..................................................................................................................................................................................................83
Annex 3. Email questionnaire ..................................................................................................................................................................................................100

ii
Abstract
This report is the second part of a Europe-wide survey and assessment of one-stop shops (OSS) for energy
renovation of buildings. Based on the case studies of 63 OSS in the EU, we find that the approach has a
potential to cover 5-6% of the renovation volume of 35 million buildings in 2030 set out by the Renovation
Wave Strategy1,2 at low social costs, integrating private investments with client-friendly methods. The current
level of activity of the European OSS market is estimated to be around 100 000 projects per year.
The OSS can bridge the gap between a fragmented residential building sector, with a large heterogeneous set
of households, and the construction supply side. They can help increase the actual renovation rate by
supporting potential clients through the various steps of the decision-making process. Their success lies in
part with their locally embedded focus, engagement with interested but not yet committed energy users/asset
owners and ability to form strong relationships with clients. They can support the renovation journey from
start to finish and can facilitate access to financing, occasionally offering better rates. While our analysis
identifies several structural, legislative, financial, and information measures with a positive impact on OSS-
enabled renovation projects, it is possible to enhance their contribution by reviewing specific policies that
support or hinder their success. Although not typical of OSS in general, but with proper incentives, they can
improve the average renovation depth in terms of energy performance level by adopting a holistic approach
and, at the same time, they can reach out to vulnerable populations, such as tenants of social houses, thus
contributing to the alleviation of energy poverty. Finally, OSS can contribute to the enhancement of
communities and neighbourhoods. They help current tenants to improve their living conditions and thus stay
in the area.

1
https://ec.europa.eu/energy/sites/ener/files/eu_renovation_wave_strategy.pdf
2
Assuming that half of the 35 million buildings are single dwellings and half are condominiums with an average of 20 dwellings.

1
Acknowledgements
We would like to express our greatest gratitude to a number of reviewers, in particular our colleagues at DG
ENER, who have commented and added to the previous versions of this report.
Furthermore, we thank Christoph Millin (EASME) and Stephan Renner (EASME) for valuable discussions about
one-stop shops and their potential future development. The research has also benefitted from the
contributions and ideas from the coordinators of the INNOVATE project 3, thus we would like to thank their
committed information sharing and brain storming sessions, as well as support in surveying. Finally, we are
indebted to Sergi Moles (Central European University) for ideas and discussion about the links to energy
performance contracting.

Authors
Boza-Kiss, Benigna
Bertoldi, Paolo
Della Valle, Nives
Economidou, Marina

3
http://www.financingbuildingrenovation.eu/

2
Executive summary
Energy efficiency is an energy source in its own right, and forms a central part of the European Union’s new
long-term roadmap, the European Green Deal, among many EU policies. Set to “give more back than it takes
away” (Mwangi 2019), the carbon-neutrality goal of the Green Deal will require a fundamental shift to our
everyday practices, supported by innovative policies and new business models.

Policy context
The European Green Deal seeks to lead the deep transformation of the EU in line with the 2030 Agenda on
Sustainable Development and the Paris Agreement at regional and national level. It targets eight key areas:
increased climate ambition for 2030 and 2050; clean, affordable and secure energy; a clean and circular
economy; energy and resource-efficient buildings; sustainable and smart mobility; a fair, healthy and
environmentally-friendly “farm to fork” food system; preserving and restoring ecosystems and biodiversity;
and zero pollution for a toxic-free environment. A renewed, efficient, environmentally friendly, and user-
centred building stock is at the heart of a number of these goals (European Commission (EC) 2019).
In addition, the European Commission has recently launched a new specific strategy to promote renovation of
buildings: "A Renovation Wave for Europe – Greening our buildings, creating jobs, improving lives" 4. As part of
the Renovation Wave package, the European Commission has also strengthened its commitment to tackle
energy poverty with the “Recommendation on Energy Poverty”, which recognises renovation as a key strategy
to address energy poverty. This recent initiative builds on other measures focusing on buildings that were
agreed under the Clean Energy for all European package, such as the requirement for MSs to publish a long-
term building renovation strategy (LTRS), the updated Energy Performance of Buildings Directive (EU)
2018/844, and the Member States' national energy and climate plans (NECP).
Today, buildings account for 40% of Europe's total energy consumption, and more than 75% of the building
stock is inefficient in light of current standards. The EU and the Member States have targeted new buildings
through various policy instruments from normative through informational and to market-based policies.
Building codes and appliance standards – in particular – have had profound market transformational effects
across the EU. However, most of the building stock in 2050 will be composed of buildings that already exist
today, therefore the improvement of existing buildings has become an urgent pre-requisite for the road to
decarbonisation. At the current average ca. 1% annual renovation rate it would take around a century to
decarbonize the EU building stock to modern, low-carbon levels.

Therefore, to achieve a number of the Green Deal’s objectives simultaneously, including drastic
improvements in the overall energy and resource performance of the building stock, more
attention and accelerated actions are needed to increase the rate and depth of renovation of
existing buildings in all EU Member States

Content
Constructing a new building or renovating an existing one is often an exciting but overwhelmingly challenging
journey for homeowners. It requires technical, engineering, administrative and legal knowledge and depends
on the smooth collaboration with several specialised service providers, who may be difficult to identify and
deal with. Furthermore, there is a high chance of making mistakes.
The opportunity to place a large share of the responsibility in the hands of a single supplier, who could be in
charge of the whole project from step 1, may offer an attractive alternative to the traditional way of
undertaking this kind of projects. These suppliers are called “one-stop shops” (OSS), and they typically
offer “integrated solutions” as a service, assisting with multiple steps of an energy renovation. An OSS
service transforms a cumbersome and complex set of decision-making/actions by non-experts
into a single entry, customer-friendly offer. The OSS concept means moving away from the classic set-
up, where asset owners face directly every single entry point of a complex renovation value chain with a
number of interlocutors, and where the asset owner – who is a non-expert – has to find the best combination
of the parts of a complex solution. Instead, project promoters and householders can benefit from a customer-

4
https://eur-lex.europa.eu/legal-content/EN/TXT/PDF/?uri=CELEX:52019DC0640&from=EN

3
centred service, establishing a bridge between the fragmented supply side and the also fragmented demand
side.
In order to narrow the gap in energy saving potentials through renovation projects across Europe, the Clean
Energy For All Europeans package in 2016 called for Member States “to develop dedicated local or regional
one-stop shops for project developers, covering the whole customer journey from information, technical
assistance, structuring and provision of financial support, to the monitoring of savings.” In addition, the
Renovation Wave Initiative launched in 2020 stated that “the Commission and the EIB will support setting up
standardised one-stop shops that can be deployed quickly at national, regional or local levels for delivering
tailored advice and financing solutions designed to accompany homeowners or SMEs throughout the
preparation and implementation of their projects”. Such OSS already operate in some regions of Europe, and
around the world.
In order to assess the viability of OSS as a successful concept or model in decarbonizing the European
building stock, this report provides:
- An overview of the concept of OSS (general description and typing of the existing or planned
concepts and business models);
- An outline of associated benefits and challenges;
- A critical review of the current state of the OSS market by case study examples from different
market segments (European, national, regional and local);
- An identification of key features for successful OSS;
- The role of OSS in deep decarbonisation and social goals.
The report offers an in-depth assessment of the current market status of home renovations supported by
integrated services (OSS) through the analysis of working case studies of one-stop shops across Europe.
These case studies are reviewed systematically in the report. Examples are not restricted to best practices;
businesses that had to be ended are also presented. This allows for a deeper understanding of what a “one-
stop shop” should ideally represent.

Main findings
We identified 63 OSS in 22 EU Member States, 57 of which were found to be operational in 2020
Around 2/3 of the EU Member States have at least 1 OSS in their renovation markets, with current levels of
EU-wide activity estimated to be around 100.000 projects per year. This represents about 4-5% of the
renovation projects already5. The identified conditions, namely favourable policy environment, availability of
financing, experience sharing, transfer of models within countries and across countries, implies that the OSS
market is on the rise. Our findings show that OSS have increased in numbers and activity in the last 5-
10 years: 70% of the OSS were launched after 2012, and only about 10% of the identified OSS have ceased
operations. If the OSS renovation volume was to increase by 10% per year in the next 10 years,
then OSS could cover about 5-6% of the renovation volume of 35 million buildings in 2030
desired by the Renovation Wave Strategy6,7 at low social costs, integrating private investments with
client-friendly methods.
The European building market is typically top-down and supply driven, with a discrepancy among the offered
products and the end-users needs and affordability. The OSS are in a position that they can bridge this gap
between the users and the construction supply side, and therefore increase the actual renovation rate by
moving potential clients through the last steps of decision. The OSS services are effective because:

5
A reliable calculation is difficult to make, because there is no data on the floorspace covered in OSS projects yet. While, there is no
reliable statistics available on the number of renovation projects in the residential sector. We assumed an average of 1,2%
renovation rate of the almost 200 million dwellings across Europe. Given that OSS work mostly with single family houses, the
average number of dwellings in a project is two, in addition to considering that some projects reported here tackle non-residential
buildings.
6
https://ec.europa.eu/energy/sites/ener/files/eu_renovation_wave_strategy.pdf
7
Assuming that half of the 35 million buildings are single dwellings and half are condominiums with an average of 20 dwellings.

4
  They are locally embedded, know the local market, the local clients and the local conditions;
 They have an interactive relationship with the clients;
 They can follow-up even on finished projects;
 They can accelerate building refurbishments by informing, motivating, as well as by assisting building
owners to follow through energy efficiency investments, by providing support from the start to the
end;
 They can facilitate interested, but not yet committed energy users/asset owners to actually
implement an energy saving measures or other sustainable projects;
 They can facilitate access to financing and occasionally offer better rates;
 They can even potentially improve the average renovation depth in terms of energy performance
through the holistic approach;
 Sometimes they can reach out to vulnerable populations, such as tenants of social houses, and
contribute to tackle energy poverty.
OSS do not only renovate a home, but also contribute to the enhancement of communities and
neighbourhoods. They help current tenants to improve their living conditions and thus stay in the area.
OSS belong to 6 main categories in terms of organisational structure and operational details.
o Government-driven (national/regional or local) OSS: Their programmes are mostly driven by climate
and/or energy considerations, sometimes by social targets.
o Industry driven OSS: Manufacturers or installers that aim to extend their businesses or improve
customer care.
o ESCO based OSS: Building on their complex offerings, they extend and reclassify their value-added
solution-parts.
o Facilitator OSS: Consultants that develop their original customer-related businesses, e.g. by extending
the types of services, in order to reach more customers
o Cooperative type OSS: Aims mostly at the societal benefits, not necessarily focused only at energy
savings/cost savings
o Store OSS: A large store or a warehouse, where the shoppers can get acquainted with the
technologies and products, and have a personal contact option to ask for tailored advice and further
assistance at the spot.
The key benefit of OSS in Europe is their ability to enhance building renovation in the residential sector and
offer holistic solutions. Building renovation is a complex and time-consuming investment with significant
budget requirements that homeowners need to carefully consider. While OSS can help reduce the hurdle, the
risk, and the time needed to invest in the project, further actions are needed to simplify renovation processes.
These include:
 Combination of energy with other renovation types: Partnership with transaction companies at the
right timing;
 Reduction of costs and time via standardization of techniques (e.g. using pre-fabricated technical
elements) or processes;
 Promotion of one-off, large and holistic interventions whenever possible without excluding the step-
by-step approach; the latter would be more appropriate for homeowners who set aside budget over
time rather than all at once;
 Packaged interventions for quick screening and first contact with the clients;
 Bespoke services to meet specific needs;
 Support of financial instruments, such as grants, tax relief, bank loans and establishment of
innovative financing mechanisms (EPC, PACE, etc.) that may involve other security and contractual
elements.
OSS interact with policies at EU, national, regional and local levels, and it is possible to enhance the impact of
OSS on energy renovation rate and depth by reviewing the policies that support or hinder their successes. In
particular, the policy instruments and factors that can contribute to make OSS effective at promoting energy
renovations are:

5
  Climate and energy targets (EU, national and city levels);
 Renovation pledges;
 Administration and public sector taking the lead at renovating their buildings;
 Energy efficiency policy framework (EU, national, regional and local levels);
 Energy regulation for individual houses;
 National subsidies, tax reliefs;
 EEOs;
 Local grants or tax reliefs;
 Loans linked to the buildings, e.g. collected with utilities;
 Favourable regulatory framework for the diffusion of ESCO/EPC;
 Horizon Europe projects promoting building renovation, especially deep renovation and information
dissemination about business models;
 Information campaigns and promotion at the national or local levels.

Related and future JRC work

The JRC has been involved in the technical and scientific support of EU energy efficiency policies and in
particular policies related to financing energy efficiency investments and creating a market for energy
efficiency. Several reports have been published on the topic by the JRC and are available on the E3P Platform.
The JRC, inter-alia, investigates the One-stop Shop concept, the value of non-energy benefits in appraising
energy efficiency projects and the latest development in the energy services markets. The 2018 JRC report on
the OSS status provides the foundation of the current study: Boza-Kiss, B. and Bertoldi, P. 2018. One-stop
Shops for energy renovations of buildings: case studies. European Commission, Joint research Center: Ispra,
Italy (Boza-Kiss and Bertoldi 2018).

6
1 Introduction
The year 2020 was a critical checkpoint in terms of global and European efforts for a comprehensive
energy transition and climate change mitigation. Whilst energy statistics are not yet available for 2020, the
latest 2019 data show that final energy consumption in the EU-27 stabilised in 2019, but only nine Member
States (Finland, Greece, Italy, Latvia, the Netherlands, Portugal, Romania, Slovenia and Spain) were on track
toward their respective 2020 final energy efficiency targets (EEA, 2020). The European Union (EU) has been
increasing commitment and achievements over the years, while leading by example on the global stage. The
pivotal 2020 targets8 (EC (2015)) were followed by 2030 pledges9,10 (to be revisited in 2023), and have
been recapped with the recent European Green Deal (EC (2019)). The Deal includes a 'renovation wave'
initiative in the buildings sector, which has been launched October 2020 (EC (2020)).
Energy efficiency – “an energy source in its own right” – is a pillar of achieving the energy, the climate, as well
as the economic goals (Saheb and Ossenbrink 2015). The energy efficiency first principle11, shall
underline future European strategies and policies. It means to “consider, before taking energy planning, policy
and investment decisions, whether cost-efficient, technically, economically and environmentally sound
alternative energy efficiency measures could replace in whole or in part the envisaged planning, policy and
investment measures, whilst still achieving the objectives of the respective decisions. This includes, in
particular, the treatment of energy efficiency as a crucial element and a key consideration in future
investment decisions on energy infrastructure in the Union.”12.
In order to drastically and rapidly reduce overall energy consumption, decarbonizing the European building
stock will be one of the cardinal tasks. A carbon neutral or even carbon positive building sector is not
only a challenge, but also a unique opportunity to reap the multiple dividend offered by deep structural
transformation.

1.1 The European building sector

The building sector is the single largest greenhouse gas (GHG) emitter in the European Union, being
responsible for around 40% of the EU’s total final energy consumption, 60% of the electricity demand, and
36% of all CO2 emissions in 2015 (EC (2019)). On average, European residential buildings consumed little
over 200 kWh annual final energy per m2 in 2014, but disparities are large across Member States, ranging
from ca. 95 kWh/m2 in Portugal and Cyprus to over 300 kWh/m2/year in Romania and Estonia (EC (n.d.)).
While overall efficiency improvement of the whole economy are estimated to have been 18.6% between
2000 and 2016 for the whole EU, that of the building sector is calculated as 27.8% (Enerdata 2019). Without
energy efficiency improvement, both energy consumption of the building sector would have increased by 90
Mtoe more between 2000 and 2015 (see Figure 1). The drivers of energy consumption growth in the
residential building sector were included the increase in the number of dwellings, the growth of
appliance density and the size of the living space in order of importance. These were fully compensated by
energy efficiency improvements.

8
The 2020 climate and energy package was agreed in 2007 and enacted in 2009, to adopt the triple-targets of (1) 20% cut in
greenhouse gas emissions (GHG) from 1990 levels, (2) 20% of EU energy to be produced from renewables, and (3) 20%
improvement in energy efficiency in 2020. The pledges became headline targets of the Europe 2020 strategy for smart, sustainable
and inclusive growth. URL: https://ec.europa.eu/clima/policies/strategies/2020_en.
9
Within the Energy and Climate Policy Framework for 2030, the EU pledged (1) to reduce greenhouse gas (GHG) emissions by at
least 40% by 2030 compared to 1990 levels, (2) to increase the share of renewable energy consumed to at least 32%, and (3) to
save at least 32.5% energy compared with the business-as-usual scenario to increase Europe's energy security, competitiveness
and sustainability.
10
Part of the so-called Juncker Commission priorities.
11
European Commission Communication of the Clean Energy for All Europeans policy package (COM(2016) 860 final) and the
Governance Regulation (EU(2018)1999) as described in Pato et al. (2020).
12
Recital 64 of the Governance Regulation (EU(2018)1999).

7
Figure 1. Decomposition analysis of final energy consumption in the EU. a) whole economy, b) residential buildings sector.

a)

b)

Source: Enerdata (2019)

Energy efficiency in households has improved by around 30% between 2000 and 2016, largely due to more
efficient heating systems and more stringent building codes. The largest rate of improvement is
registered for space heating (-2.3%/year), which is the most important end-use in the residential building
sector (66% of total household consumption) (Rousselot 2018) (See Figure 2).

8
 Figure 2. Energy efficiency trends for key household end-use categories at EU level based on ODEX13.

Source: Rousselot et al. (2020)

Similar trends are seen in the tertiary buildings sector, although its overall energy consumption increased
steadily by 2.7% per year between 2000 and 2008 and remained almost stable between 2008 and 2016
(Rousselot 2018). The growth in activity (i.e. floorspace) outweighed the compensational effect of
energy efficiency improvement.
While the theoretical consumption of a new buildings in 2018 today were about 40% less than for dwellings
built before 1990 (Rousselot 2018), average buildings still use energy very inefficiently, and the overall,
sector level energy saving gap has been so far only superficially tapped. Though the legal and regulatory
framework has strengthened continuously, and the Buildings Directive (EPBD) and the Energy Efficiency
Directive (EED) provisions have had some transformational impact on the building sector, decarbonisation is
still far away.

1.2 Problem statement: aim of the report

Rapid transition towards a nearly-zero (nZEB) or low energy building stock could be a game-changer both at
the macro and at the micro level. Such a transition would not only contribute around 80-95% of the overall
GHG emission reduction targets in 2050, but would have significant impact on the economic activity of a
number of other sectors. This translates to a reduction of the GHG emissions of the building sector by 88 to
91% (compared to 1990 levels) (EC (2016)). At the individual or household level, benefits are manifold,
including better comfort, improved health, higher property value, etc. (more details in chapter Error!
Reference source not found.).
The following four components define an increase in energy savings from the residential building stock:
1. Low energy performance new buildings: Minimizing floorspace growth, increasing performance
requirements for new buildings while ensuring compliance. Significant development has been
achieved in this area via the revision of e.g. the EPBD (see more in chapter 2.5). From 2020, Member
States must ensure that buildings comply with at least the nearly-zero energy standards (nZEB).
2. Renovation rate: The current annual renovation rate of the building stock is around 1% in the
European Union. When levelling the different levels of renovations to a theoretical “major renovation
equivalent value” developed by the ZEBRA project, the renovation rate spreads from 0.08% of total
residential floorspace in Spain to 2.01% in France in 2014 (ZEBRA2020 project 2016, Grasset and
Scoditti 2019). These rates should at least double or triple in average to reach around 3-4% major
renovation per year from 2020.
3. Depth of renovation: The definition of energy efficient renovation varies across Member States and
also within EU legislation. In practice, very deep renovation (around 80-90% energy savings) is rare

13
An index to measure the energy efficiency improvement, developed by the Odyssee-MURE project. The documentation is found at
http://www.odyssee-mure.eu/publications/other/odex-indicators-database-definition.pdf. The ODEX takes the specific energy
efficiency improvement of a selection of end-uses and large appliances, and calculates the weighted average for the sector.

9
 in the EU, i.e. less than 5% of all renovation (BPIE (2017)). While stepwise renovation contributes to
the overall savings, reaching wide-scale deep renovation would increase benefits at multiple levels.
4. User decisions and behaviour: Besides technical measures, the decisions and behaviour of users and
owners of buildings can affect the energy consumption to up to 50% difference. Increasing general
awareness and specific knowledge of home decision-makers about their own consumption, improving
motivation and ability to use energy efficiently are critical measures.
5. However, the building sector has a very low inertia. Considering four key stakeholder groups in the
construction and renovation markets (demand-side players – that is home owners and users, supply-
side – that is contractors, policy-makers and financiers), all of them have strong roles in hindering a
systemic building sector transformation. On the demand side, building owners and users find
renovation to be cumbersome and financially demanding, thus postpone major works. On the supply
side the value chain is complex and interdependent. The building process is typically a multi-level
collaborative network, with many labour actions on the buildings site, with many sub disciplines
involved, leading to extra costs and failure risks. Furthermore, a roll-out of home renovation would
depend very much on policies and policy-makers, which are not yet well versed in this area. While
European Member States have in place a plethora of policies and measures to address the energy
performance improvement of the building sector, attention has been largely given to new buildings
and to non-residential buildings. Equally, financiers have largely stayed away from the home
renovation market because of the technical and investor risk, even though mechanisms are emerging
to compensate for these (Brown, Sorrell et al. 2019).
6. The social and environmental urgency of large-scale integrated retrofitting of the European building
stock is widely acknowledged and supported by Member states. However, the building industry and
building services currently are not able to offer integrated solutions for large-scale, deep renovation
of residential buildings on a systematic level (MORE-CONNECT project 2019). Public policies have so
far been too focused on subsidies and other financial mechanisms. Therefore, a variety of new
measures and incentives should be designed and tested.
7. One such candidate for providing holistic, integral solutions for residential building renovation, even
towards nZEB for reasonable costs and good quality are the so-called one-stop shops (OSS).
One-stop shops are transparent and easily accessible facilitation tools from the clients’ perspective; and
innovative business models from the suppliers’ perspective. An OSS overcomes the market fragmentation on
both the demand side and the supply side by offering holistic, whole-value-chain renovation solutions.
The current report is the second part of the earlier JRC report on one-stop shop case studies (Boza-
Kiss and Bertoldi 2018). It aims to provide an overview of the one-stop shop concept (or understood as a
business model) in the European context based on past and current case studies.

1.3 Structure of the report

In chapter 2 the state-of-the-art of home renovation in the EU is presented as a background analysis of the
market that OSS work in. It also gives an overview of the relevant policies and frameworks. Chapter 3
describes the OSS concept in theoretical terms exemplifying key features with real cases. It also assesses the
practical features and the on-the-ground offer of OSS. Chapter 4 maps the OSS around the EU identified in
the scope of this study, and chapter 5 gives an assessment of public policies at EU and national levels that
have and can support or impede the OSS markets. Finally chapter 6 offers policy relevant recommendations,
detours to socially critical topics (such as energy poverty and social housing). At the end, conclusions from the
analysis are put forward.
While this report mentions OSS in several sub-sectors, single houses, apartment buildings, public buildings,
appliances, etc., but focuses on the OSS operating in the residential building sector.

10
2 State-of-the art in home renovation

Standards for new buildings and specific end-uses have improved significantly during the last 20-30 years. As
a result the theoretical consumption of a new building today is about 40% less than for dwellings
built before 1990. Yet the overall stock of existing buildings remains very inefficient and progress of
improvement is slow due to a number of reasons.
 The large majority of the building stock is inefficient (Figure 3). Large majority of the building stock was
built before thermal requirements and energy related building codes. The generally accepted rate of
inefficient buildings is 75% (e.g. in the EPBD Impact Assessment (EC (2016)), while a study by BPIE
showed that only 3% of all the buildings qualify for “A” labelled Energy Performance Certificates (EPC),
thus around 97% of the building stock needs energy renovation (BPIE (2017)).
 The share of new dwellings is around 0.68% per year (Fabbri 2018). Assuming the same construction
rate, a maximum of 25% of the building stock will be new in 2050. If compliance is maximal, these
buildings will be built as nearly-zero energy buildings. But still, 75% of the buildings in 2050 are already
built today with the current average rate of energy performance (Figure 4).
 At the current (less than) 1% average annual renovation rate it would take around a century to
decarbonise the EU building stock. In the UK, it was estimated that one building would need to be
retrofitted every minute for 40 years at an estimated cost of £85 billion to achieve the long-term carbon
emission targets of 80% GHG emissions reduction by 2050 relative to 1990 (Dixon and Eames 2013). To
this end, the UK has established legally binding, 5-year carbon budgets (Brown 2018).
 Only 12% of all residential building renovations can be considered as “deep renovation” (Fabbri 2018).

Figure 3. Distribution of dwellings along the EPC categories. Data from the EU Building Stock Observatory, national
databases and reports by the Concerted Action EPBD. The sample covers half of EU Member States.

Source: BPIE (2017)

11
 Figure 4. Building stock composition forecast in 2050.

Source: De Groote (2015)

In summary, the energy performance of the EU building stock is dominated by the existing buildings
and shallow renovations, which has important implications for the 2030 and 2050 building stock.
Focus on existing buildings must grow, and 90% of the building stock should be renovated deeply
or demolished by 2030, in order to achieve a climate-neutral building stock. This means a rate of 3-
4% of the buildings should be (deep) renovated per year.

2.1 The renovation market value

The residential building stock represents around ¾ of the total building stock in the European Union14. The size
of the residential building stock is large: over 120 million residential buildings exist in the EU (Figure 5),
consisting of three fourth of single buildings and one fourth of multifamily buildings.

Figure 5. The size of the residential building sector in the EU. Note: SFH = single family houses, MFH = Multifamily
buildings.

Source: Fabbri (2018)

14
According to the Odyssee-Mure database, residential buildings in the EU27 occupied around 16 918 Mm2 of floor area while services 5
762 Mm2 in 2018. In terms of number of buildings, non-residential stock accounts for around 46.3 million buildings in 2017 (EU
Building Stock Observatory).

12
Estimates about the full renovation market size of the EU revolve around 100 billion EUR per year 15
(2016), concentrated in Germany, Italy, France, and the UK, and huge disparities across Member States (see
Figure 6). The residential sector represented 65% of this potential and 45% belonged to the tertiary
building sector.

Figure 6. Estimated value of the renovation market in selected Member States.

Source: Saheb (2016) in Fabbri (2018).

The renovation market employed 882,900 jobs in 2015 (Saheb 2016). The share of the renovation works
has overtaken the share of new buildings related works, with a tipping point in 2009 during the financial and
construction sector crisis.
There are many, though often isolated, good examples of home renovation projects (see for example the
collections on Build up16, on the Renovation hub17, etc.). Some of these are bottom-up or industry driven, while
some of them have been promoted by certain local, national and EU level policies (see more in chapter 2.5)
However, the wider uptake of large-scale and deep renovation is vital for approaching the target of
climate neutral and even climate adapted building stock. The energy renovation market has a long
tradition, but according to Smil (2016) unfolding the energy transition takes time, and while there are wishful
hopes (e.g. (Sovacool 2016)), it is likely that a transition in a few years or decades is not realistic. Having said
that, there are certain leaps that can contribute to shortening the diffusion period, for example the
industrialization by EnergieSprong ((Transition Zero 2018), see later in chapter 3.4.4).
Saheb (2016) compared 2030 projections of the renovation market value using two models, with scenarios
depending on the stringency of the 2030 energy saving target. In the scenario of an implemented 30% EU-
level savings target, which is closest to what was agreed in 2018, the EU building renovation market is
forecast to be worth 112-113 billion EUR in 2030 (see Table 1). This is a minor increase from current the
value. On the other hand, a more stringent target could lead to an increase of renovation value of 10-30%
(Table 1).

15
109 million EUR in 2015
16
Build up. 2017. EU support for (deep) energy renovation of buildings. URL: https://www.buildup.eu/en/news/overview-eu-support-
deep-energy-renovation-buildings-0
17
Stunning project. 2019. Case studies. URL : https://renovation-hub.eu/

13
Table 1. Projections of the renovation market value in 2030, based on 2015 status by two models, GEM-E318 and E3ME19.
EE27 = 27% energy saving target, EE30 = 30% energy saving target, EE40 = 40% energy saving target

Source: GEM-E3 and E3ME.

According to the Buildings Performance Institute Europe (BPIE n.d.), deep renovation of buildings in the EU
could cut 36% of their energy consumption by 2030, while reducing EU energy import dependency,
creating growth, innovation and employment, reducing fuel poverty and resulting in more comfortable and
healthier buildings.
Public policies are able to move the market beyond the regular market forces, and thus are required to ensure
a higher rate and a more comprehensive renovation strategy across all Member States.

2.2 The benefits of home renovation

Building renovation holds numerous benefits in addition to direct energy savings. The summary below
gives a snapshot of the multi-facetted benefits relevant for different stakeholder groups. (The collection
reflects the benefits of home renovations, but many of the benefits occur for any kind of building.)

Table 2. Micro-level benefits occur at the building level: Benefits for tenants/users

Benefits for tenants/users

Energy cost savings Operating cost savings, which can reach up to 80-95% reduction, and even become
positive in case of energy plus building
Improved comfort Well insulated homes feature a more balanced room temperature profile, less need
for heating and cooling (thus less dry air and potential germs), a lack of heat bridges,
reduced draught
Better health conditions Better indoor air quality and reduced draughts ensure a better indoor environment.
Properly insulated buildings are also free from mould.

Improved quality of life By getting informed during an energy refurbishment and consequently from bills and
EPCs, people often change their lifestyle and may achieve and additional 1-5%
saving (Allcott and Rogers 2014)
Source: based on various sources

18
GEM-E3 is a multi-regional, multi-sectoral applied general equilibrium model to understand the interactions between the economy,
the energy system and the environment. It is developed by the National Technical University of Athens and collaborators.
19
E3ME is a global, macro-econometric model that depicts the economic, social and environmental challenges via an integrated
treatment of economies, energy systems, emissions and materials demand. The E3ME model has a detailed sectoral disaggregation
and uses annual timesteps until 2050. It is developed by Cambridge Econometrics. More information:
https://www.e3me.com/what/e3me/

14
 Table 3. Micro-level benefits occur at the building level: Benefits for building owners

Benefits for building owners

Improved energy performance Adding to a comparative advantage on the market, renovated homes
are sold and rented out quicker and for higher price (Zancanella,
Bertoldi et al. 2018)
Increased value of the building Property value increases by 2-10% (dependent on the location, other
building characteristics) (Zancanella, Bertoldi et al. 2018)
Incentivizing general remodelling Energy renovation is often carried out in combination with other
refurbishment work (combining them either way), further adding to the
overall value of the building

Reduced maintenance and repair costs Automation, modern equipment, state-of-the-art solutions can reduce
the need and cost for maintenance and repair (even if not a clear-cut
rule, e.g. in case of higher connectivity, additional technology, etc.)
(Cluett and Amann 2015)
Source: based on various sources

Table 4. Macro-level benefits occur at the societal level: social benefits

Social benefits

Reduction of energy poverty Around 34 million households in the European Union struggle to keep
their homes adequately warm20.

Overall poverty alleviation and equalizing effect Energy renovation offers savings on disposable income, which is more
important for less affluent households who spend large portion of their
income on heating and utility costs
Employment Energy renovation supports employment, with a ratio of about 19 jobs/€
million (Artola, Rademaekers et al. 2016). The renovation market
employed 882,900 jobs in 2015 (Saheb 2016)
Well-maintained neighbourhood, city character Though not without counterexamples, but home owners that care for
their own properties and buildings, usually thrive for a quality local
environment, and thus often improve either the local community
conditions and/or join for community-owned solution for e.g. heat
production.
Aesthetics value Energy renovation is often combined with other types of refurbishments,
and especially with improved aesthetics (as exampled in Sweden by
(Bravo, Pardalis et al. 2019))
Source: based on various sources

20
https://eur-lex.europa.eu/legal-content/EN/TXT/?uri=CELEX:32020H1563

15
 Table 5. Macro-level benefits occur at the societal level: benefits for the global and local environment

Benefits for the global and local environment

GHG savings A roll-out of deep energy renovation would lead to a significant reduction of carbon
footprint (estimated in 2014 at 90% by 2050 compared to 1990 in the EU) (Artola,
Rademaekers et al. 2016)

Reduced material demand When renovation prevails, waste and input material demand are reduced

Improved air quality Reduced primary energy and resource demand has a direct impact on reducing air
pollution,
Avoiding lock-in Deep renovations avoid solutions being fixed for long periods – until the next
renovation can take place.
Source: based on various sources

Table 6. Macro-level benefits occur at the societal level: economic benefits

Economic benefits

Energy demand savings Savings on the systems costs (e.g. capacity extensions), increasing security of supply
(IEA (2019))

GDP and public budget Investments in EE generate between €1 to €4 for each € invested

Construction sector stabilization Renovation activity has a construction stabilizer impact (more balanced rate of
contracts and more jobs) (Saheb 2016)

Competition and innovation Renovation works are in the hands of local workers, local companies, therefore they
empower the local industry and local craftsman. As a consequence of learning, there
is also a local impact on innovation capacities.

Source: based on various sources

Overall, renovating private homes has a benefit-cost ratio of ca. 4:1 (Rosenow, Platt et al. 2014), reflecting
reductions in healthcare expenditure, elimination of energy subsidy pay-outs, job creation and greater
economic empowerment of citizens who are lifted out of energy poverty.
As it is shown in chapter 3.3, several of these benefits are particularly valid in case of one-stop shops or
community based integrated solutions.

2.3 Barriers to energy efficient home renovation

The renovation sector is characterized by conservatism (see above the claims of (Smil 2016)), as well as
ridden with a risk of losing momentum (due to lock-in). The renovation process consists of a complex series of
contractual relationships, where asymmetric information, availability of financing or knowledge about
financial solutions hinder or postpone personal decisions. In a multi-apartment house furthermore, a lack of
common goals, the co-existence of various life stages contribute to split incentives.
While the barriers to building renovation uptake are diverse, a number of authors pointed out that focusing on
each of them separately could be a mistake (e.g. (Wilson, Crane et al. 2014), and instead they should be seen
as part of the decision process by owners and tenants.
Table 7 gives an overview of key barriers specific in the residential renovation sector, as well as the approach
identified that could help alleviate the given barrier. The different barriers have varying impact on households
that are in different phases of life: young people looking for temporary accommodation, young families
looking for more long-term solutions, elderly and couples or singles whose children recently moved out.

16
 Table 7. Barriers explaining the energy efficiency gap in the residential renovation market.
Barrier description Relevance to Relevance to Relevance to Policy option to
Barrier
young families elderly overcome barrier
singles/
couples
- ECONOMIC
Upfront costs • High investment costs Usually small Many other Short-term Grants, ESCO, preferential
• Delayed benefits or no equity costs, but more planning loans, information provision
future-oriented making salient future
benefits
Need for loan • Creditability questions Low Aversion to loans Low Guarantee provision,
with financiers creditability creditability information/awareness
• Loan aversion Aversion to raising, on-bill loans,
loans preferential loans
Split incentives • Landlords might Typical tenants Country-specific Country- Regulation, obligation of
underinvest under the fear specific seller/landlord, renovation
of not being able to recoup mandates, mediation
costs of investments in the
rent
- INFORMATION
Information • Unknown quality of work Knowledge Knowledge gap, Knowledge Quality assurance, trusted
asymmetries/ • Lack of trust gap, difficulty difficulty of gap, difficulty brands, accreditation
contractor risk • Low contractor credibility of selecting selecting good of selecting schemes
good contractors good
contractors contractors
Outcome • Unknown co-benefits (i.e. Usually renting, Owned homes, Small homes, Risk transfer (ESCOs),
uncertainty comfort, health) no own home big potential limited guarantees, advisory
potential services, information and
awareness raising
Incorrect • Incorrect beliefs over Lack of Lack of Lack of Energy audits, information
beliefs future benefits of energy knowledge knowledge knowledge and awareness raising,
renovation advisers, home energy
• Misperception of energy certification
use
- DECISION MAKING
Limited • Imperfect information- Usually renting, Focus on Focus on Alignment with other
attention processing capacities no comfort and comfort and renovation opportunities,
(people base their choices homeowner- practicality health energy audits, education,
on elements that capture ship advisers, information
more attention) provision making salient
relevant attributes
Social • Weak social Other frequent Lack of Low value Community-based
invisibility signalling/comparison practices examples given to EE promotion programme,
among peers renovation dissemination of success
stories, norm-based
interventions
Cognitive • High costs for information Difficulty in Difficulty in Lack of Advisory services,
burden search contracting the contracting the experience, information, trusted
right right contractors difficult to sources, accreditation
contractors select good schemes, contractor lists,
contractors simplified renovation
solutions (industrialized
packages)
Loss aversion • Anticipated disturbance, Usually rented Fear of need for Fear of home- Advisory services, single
stress, inconvenience, and short-term further change of-life loss contractor, public service
• Anticipated loss of options housing, so (due to family help, renovation solutions
with irreversible benefits from structure presented as a way to
investments renovation are change), leading avoid losses
perceived as to perception of
too uncertain uncertain
renovation
benefits
Status quo • Psychological commitment Short-term Commitment to Commitment Good examples, success
bias/sunk cost to status quo and costly stays induce previous to previous stories, peer exchange,
fallacy investments made in the preference for investments investments, pooled renovations, step-
past status quo fear of by-step renovation,
change packages leveraging
default options
Source: Based on (Wilson, Crane et al. 2014, Wilson, Crane et al. 2015)

17
Barriers do not only associate with the demand side of energy efficiency building renovation. The supply side
(installers, engineers, planners, producers, etc.) can be described with the following barriers (Cirman, Mandic et
al. 2011, Palm and Reindl 2018):

- Collaboration gap: the players at different points of the value chain do not properly collaborate,
they rather compete.
- Arrangement gap: the suppliers depend on each other, and have to join the renovation project at a
specific point, which is dependent on the work and timing of the previous steps. If a previous player is
late or his/her work quality is not appropriate, the following players are affected.
- Trust gap: renovation occurs only one or few times in the life of a customer, and one cannot develop
traditions and cannot build on previous experience, therefore trust has a very high importance on
both the side of the customer and on the contractor. Contractors can have hard time recovering their
invested time, expertise and technology in case a customer fails to pay. Avoiding payment default is
difficult, and based on trust. While contracts do give more certainty, home renovation projects are so
small, that it would not be worth the investment to run after one non-payment.
- Time gap: Contractors and suppliers prepare bids in a hurry, profit margins are low, resulting in not-
enough tailored bids, not specific enough for the requirements of the customers. The margin of
successful bids is low, which engraves further the reluctance to spend much time on preparing a
project.
- Information gap: contractors do not have enough information about the potential project, the other
contractors, while (under the time pressure) they can find it hard to stay up-to-date about the latest
solutions and technologies.
- Result gap: the actual energy consumption and the predicted one usually differ. The final energy
saving impact of the project depends on a large number of contractors, and it can be hard to
showcase the impact of one. Furthermore, the effects can be cancelled out by behavioural rebound,
or by external factors, such as energy price increase.
In summary, the supply side of the renovation market is fragmented, coordination is ad-hoc, it is
characterized by split incentives, lack of time, imperfect information, preference for easier
(construction) projects, lack of innovation and up-to-date knowledge.

2.4 Decision-making in home renovation

Between 41% (in Germany) and 87% (in Bulgaria) of the households have ever in their lives made an energy
efficient refurbishment. Less than one third of them carried out an energy efficient renovation at least twice
(Ipsos 2018). Therefore, grabbing the opportunity of the single or few occasions of renovation is imperative.
Many years will pass until a next renovation will be likely (Mortensen, Heiselberg et al. 2016).
A decision to engage in an energy efficient renovation happens when a number of factors coexist and key
barriers are eliminated or reduced. For a long time, pay-back times, energy cost savings, and rational
approaches were considered as the drivers of these decisions, however other determinants are now seen as
more consequential (Gram-Hanssen 2014).
The main motivators are (Ipsos 2018) (a) general and thermal comfort (keeping warm, keeping cool,
providing a place for recharge, being convenient), (b) saving money and (c) ensuring a healthier
environment (including noise particularly), (d) changing the style or giving a new look, or even simply (e)
social pressure (Risholt and Berker 2013, Energy Club 2014). In fact, energy efficiency per se is not the main
driver, but an additional benefit (Abreu, Oliveira et al. 2017). On the other hand, citizens are primarily held
back by (a) money, (b) the (expected) hassle, and (c) a lack of (procedural) awareness. These factors
are much varied across countries (Ipsos 2018).
The key factors that influence the actual decisions are reviewed below.
Willingness versus realization
Interestingly consumer studies commonly identify a high willingness to home intervention and intention
towards energy efficient renovations (Wilson, Crane et al. 2015).

18
In a Danish study (Mortensen, Heiselberg et al. 2016) an average of 33% of the homeowners expressed great
interest in energy renovating their houses, with a larger share (over 40%) among younger people. In a
representative survey in 2014, Energy Club (2014) found that around 20% of the Hungarian households had
plans of renovation in the following 5 years. Around half of the households reported that they planned to
carry out the renovation in a “do-it-yourself” (DIY) mode, i.e. themselves or with the help of friends and family.
The reasons for choosing DIY was to hold ownership (Galvin and Sunikka-Blank 2014) or to save money
(Energy Club 2014).
While the renovation project may not be driven by the economic aspects only, financing is an obvious
limitation. Finding suitable financing solution is a challenge for different reasons at different life stages. It can
be difficult for young families as the first mortgage loan is used up to buy the property, and further loan is
either not available for them or they are reluctant. Elder homeowners may be unsure of whether the
investment will pay off during their lifetime (Mortensen, Heiselberg et al. 2016).
Type of renovation
It is also shown that homeowners are more often engaged in easier projects, such as in renewing appliances,
or renovation projects that increase their comfort or aesthetics, e.g. kitchen or bathroom restructuring (see e.g.
Figure 7). These also require smaller financial input.

Figure 7. Type of renovations in the surveyed countries. Note: all respondents = 6004

Source: (Ipsos 2018)

The Hungarian Energy Club (2014) found that almost 50% of the households planned to refurbish their
windows and door, 34% their facades and walls, and around 20% their heating systems.
Ownership
Owners living in their own dwellings are more likely to engage in an energy renovation. Ipsos has shown that
the countries with the highest home ownership ratio had also the highest level of renovation (Ipsos 2018).
Also, higher income households and households with families were found to be more motivated (Ipsos 2018).
Multi-apartment buildings face further complicated decision-making struggles, a complex ownership set-up
(e.g. of the common area, the pipes, the façade), and an unbalanced split incentive from several perspectives.
Legal parameters may underline or hinder regular maintenance and limit the alteration possibilities for multi-
apartment communities (Palm and Reindl 2018).
Social considerations
Social housing offers opportunities to households that are less affluent. According to E-Coat Home project
30% of the Dutch inhabitants live in some kind of social housing (Planbureau 2018), and 68% of all dwellings
are municipally owned rental apartments (Palm and Reindl 2018). However social housing is rarely
concentrated to a neighbourhood or area, and they are mixed with private houses or dwellings. In the
Netherlands, this is referred to as ‘gespikkeld bezit’, which roughly translates to ‘multiple/mixed ownership’ or

19
‘speckled property distribution’. Generally, the private owner-occupied houses in these building blocks are not
owned by wealthy residents, which limits their energy renovation investment possibilities, and further limits
the overall energy efficiency improvement of the neighbourhood.
By improving the thermal performance of social buildings, tenants can save large percentage of their utility
costs, thus end up with more disposable income (Colclough, Kinnane et al. 2018). At the same, tenants have
reservations about on-going renovations. On one hand, it may be difficult for them to relocate for the time of
the works. On the other hand, 60% of the respondents in the above mentioned European study (Ipsos 2018)
were afraid of the higher rents after the landlord carries out the renovations.
Community, social pressure and knowledge
Placing the people in the centre of attention and understanding their relationship with other barriers and
motivations could help us better understand how to promote renovations. Gram-Hanssen (2014) argue that
social factors (neighbours, peers, social network) influence renovation decisions on energy efficient
renovations. Ipsos (2018) found that people in rural areas are more influenced by their peers, and they tend
to make renovations because others do it, they want their houses look better and because they want their
houses to be equipped with the latest technology.
Timing
Timing of energy renovation is quite typically linked to ownership or usership transfer. Homes are usually
empty and go over general prop-up, therefore the chances to integrate energy efficient elements into these
works is likely to be successful.
Moving or redesigning home was found to influence not only the technical renovation quality (and related
decisions), but also to offer a possibility for change habits (Stephenson, Barton et al. 2010, Gnoth 2013).
Gnoth (2013) explored different types of households in very different context (from students moving to their
own home to a family moving to a cheaper house), and found that the move was an opportunity to develop
routines that boost the technical solutions. It is notable that the change may not necessarily be more energy
efficient, but also more energy wasteful in spite of the renewed technological solutions due to rebound effect.
In line with earlier studies (Schäfer, Jaeger-Erben et al. 2012), it was found that interventions were
underperforming because a move or a renovation occupies too much of the efforts of the actors of the
renovation, who have too little strength left to focus on developing future norms. This is an area, which could
be influenced.
Interested citizens often abandon the renovation idea before realizing it. There are critical decision-making
stages, where a potential renovation can get discouraged or motivated. Many of them could be overcome if
the owners were given help through the renovation process and in decision making (see Figure 8).

20
 Figure 8. Overview of the structure of barriers and motivators at different stages of the decision making for a building
renovation.

Source: (Klöckner and Nayum 2016)

Regularity
Wilson, Crane, & Chryssochoidis (2014) also argue that energy-efficient renovation should be considered as a
fluent part of everyday life, rather than an extraordinary event. Gram-Hanssen (2014) also came to similar
conclusions using a survey among Danish house owners: the renovation of kitchens and bathrooms often has
higher priority than energy efficiency, and the financial situation influenced the choices about the renovation
only to some extent. Many decided to renovate even in the lack of financial resources, using do-it-yourself
solutions, if necessary. Convenience and comfort were found more influential in the adoption of heating
systems by Michelsen and Madlener (2013).

2.5 Current policy framework of the renovation market

Policies were pivotal for the growth in the renovation market in the last 10 years. In particular, the recovery
measures responding to the financial and economic crises were important, making the renovation market as
one of the beneficiaries of the post-crisis reaction. In particular, the redirection of EU Structural Funds and
other national/local funds to alleviate citizen’s burden helped to support the construction industry in many
countries, resulting in improved building stock and more jobs. International funds (ERDF 21, CF22, EIB23, etc.)
have also supported extensively energy efficiency improvements. However, austerity measures in some MSs
had the opposite effect, especially with a stringer regulation on residential loans, which ultimately
discourages investments, while also reducing payment default and limit household indebtedness (Zancanella,
Bertoldi et al. 2018). Besides, the increasing stringency of regulations (mainly standards) around Europe, the

21
European Regional Development Fund
22
Cohesion Fund
23
European Investment Bank

21
prevalence of financing instruments is typical in the renovation market. Note that the renovation market
depends very much on loans and mortgages (Bertoldi, Economidou et al. 2020).

2.5.1 The European context

The Paris Agreement24 and the Agenda 203025 initiated a nearly universal global action for climate and other
environmental, social and economic goals, where the EU has revived as a global leader. The recent European
Green Deal is a response to the multitude of challenges linked to climate, resources, energy, economic
competitiveness, focused on the quality and efficiency of services in the light of citizens’ well-being, while
taking into account a circular economy approach, minimization of pollution, and just transition.

Figure 9. Key elements of the European Green Deal

Source: EC (2019)

Implementation is buttressed by legislative measures as part of the “Clean Energy for All Europeans”
package26. Four of the eight proposals were adopted by the end of 2018, which are expected to stimulate
Europe's industrial competitiveness, boost growth and jobs, reduce energy bills, help tackle energy poverty
and improve air quality (see Table 8). The relevance of the legislative changes for building renovation and
OSS are the following:
- The Energy Efficiency Directive (EED, 2012/27/EU) established a set of binding measures to help the
EU reach its 20% energy efficiency target by 2020. The 2012 Directive required Member States to
set up measures to ensure a more efficient energy use at all stages of the energy chain, from
production to final consumption. Member States were required to renovate every year 3% of public
buildings owned and occupied by central governments with an area above 250m2. They were also
required to draw up road maps for building renovation by 2050. The EU target was revised in
December 2018 to 32.5% energy savings in 2030 (see above). Furthermore, the annual energy
saving obligation beyond 2020 was extended, and rules to increase transparency for consumers,
especially in multi-apartment buildings were strengthened.
- On July 9th 2018, a significantly revised version of the Energy Performance in Buildings Directive
(EPBD, 2010/31/EU) came into force27. The EPBD is the EU’s most important legislative tool for
energy efficiency in buildings, under which Member States must implement minimum energy

24
https://unfccc.int/process-and-meetings/the-paris-agreement/the-paris-agreement
25
https://www.un.org/sustainabledevelopment/development-agenda/
26
https://ec.europa.eu/energy/en/topics/energy-strategy-and-energy-union/clean-energy-all-europeans (30th November 2016)
27
https://ec.europa.eu/info/news/commission-welcomes-council-adoption-new-energy-performance-buildings-directive-2018-may-
14_en

22
 performance requirements for new and existing buildings. The EPBD is an important stepping stone
to a decarbonise the building stock by 2050.
In its preamble (#16), the EPBD calls for improved financing of buildings, and for one-stop shops to
be utilized as advisory and assistance tools. The EPBD is extended with a new article, Art. 2.a. calling
for long-term renovation strategy, as part of which Member States are required to facilitate access
to mechanisms, such as one-stop shops, which are considered as advisory tools here to inform and
assist consumers in relation to energy efficiency renovations and financing instruments. According to
the revised EPBD Article 20(2), “Member States shall provide the information through accessible and
transparent advisory tools such as renovation advice and one-stop shops”.
- The revision of the Renewable Energy Directive was also completed in December 2018. The
provisions that help consumers advance to become prosumers are specifically relevant for the
discussions about buildings’ energy renovation.

Table 8. Four of the eight political agreements under the “Clean Energy for All Europeans” package were successfully
adopted in 2018.

Legislative proposal European Council adoption Official Journal publication

Parliament
adoption

Energy Performance in Buildings 17/04/201828 14/05/201829 19/06/2018 - Directive (EU) 2018/84430

Renewable Energy 13/11/201831 4/12/200832 21/12/2018 - Directive (EU) 2018/200133

Energy Efficiency 13/11/201834 4/12/201835 21/12/2018 - Directive (EU) 2018/200236

Governance 13/11/201837 4/12/201838 21/12/2018 - Regulation (EU)

2018/199939
Source: based on various sources

Alongside the legal changes, the amount of public funds has been increased and tailored for direct
investments40, for research and market preparation, etc. Specifically, for energy efficiency financing for
buildings, the European Commission launched the “Smart Finance for Smart Buildings” initiative in November
2016 to unlock private financing for energy efficiency investments in buildings (mentioned above). In October

28
http://europa.eu/rapid/press-release_IP-18-3374_en.htm
29
http://www.consilium.europa.eu/en/press/press-releases/2018/05/14/energy-efficient-buildings-council-adopts-revised-
directive/?utm_source=dsms-
auto&utm_medium=email&utm_campaign=Energy+efficient+buildings%3a+Council+adopts+revised+directive
30
https://eur-lex.europa.eu/legal-
content/EN/TXT/?toc=OJ%3AL%3A2018%3A156%3ATOC&uri=uriserv%3AOJ.L_.2018.156.01.0075.01.ENG
31
http://europa.eu/rapid/press-release_IP-18-6383_en.htm
32
https://ec.europa.eu/info/news/commission-welcomes-council-adoption-new-rules-renewable-energy-energy-efficiency-and-
governance-2018-dec-04_en
33
https://eur-lex.europa.eu/legal-content/EN/TXT/?uri=uriserv:OJ.L_.2018.328.01.0082.01.ENG&toc=OJ:L:2018:328:TOC
34
http://europa.eu/rapid/press-release_IP-18-6383_en.htm
35
https://ec.europa.eu/info/news/commission-welcomes-council-adoption-new-rules-renewable-energy-energy-efficiency-and-
governance-2018-dec-04_en
36
https://eur-lex.europa.eu/legal-content/EN/TXT/?uri=uriserv:OJ.L_.2018.328.01.0210.01.ENG&toc=OJ:L:2018:328:TOC
37
http://europa.eu/rapid/press-release_IP-18-6383_en.htm
38
https://ec.europa.eu/info/news/commission-welcomes-council-adoption-new-rules-renewable-energy-energy-efficiency-and-
governance-2018-dec-04_en
39
https://eur-lex.europa.eu/legal-content/EN/TXT/?uri=uriserv:OJ.L_.2018.328.01.0001.01.ENG&toc=OJ:L:2018:328:TOC
40
The European Structural and Investment Funds (ESIF) of 18 billion EUR between 2014-2020 is considered to be the most important
financing stream in Europe for energy efficiency, indicating a tripling compared to the previous period. However, there are other
European sources, such as the European Energy Efficiency Fund, the Private Finance for Energy Efficiency, EIB funds, etc. See more
in the Impact Assessment SWD (2016) 414 final, Accompanying the Proposal for a Directive of the European Parliament and of the
Council amending Directive 2010/31/EU on the energy performance of buildings.

23
202041, the Renovation Wave initiative has been launched with the specific aim to promote building
renovations. While constraining the direct funding, innovative financing alternatives are under development.

2.5.2 National and local policies and measures for home renovation
There are already a number of good examples of policies and measures at national and local level that
promote energy renovation of residential buildings (Artola, Rademaekers et al. 2016), even though only
building codes/standards have proven to have a sector-wide impact. Subsidies and direct grants can easily
boost the renovation rate and the depth if designed accordingly, however they are too costly and support a lot
of free riders. Various information measures (awareness raising programmes, labels) can be effective in
motivating building owners and users, but on one hand they remain typically general or if tailored they
become very expensive, while the financial barriers remain intact and thus these can only have a limited
impact on the market as stand-alone measures.
As will be shown in chapter 3.2, several of the limitations of the existing policies and measures can be
overcome by a functional market of one-stop shops. Therefore, policies that support this market may become
an integral and useful part of the policy package.

41
https://ec.europa.eu/energy/sites/ener/files/eu_renovation_wave_strategy.pdf

24
 Table 9. Overview of national and local policies that are used in relation to home renovation in European Member States.

Policy Barriers Scope (in case of EU Costs Extent of impact on Extent of impact on Extent of impact on Other comments
addressed policies) renovation rate renovation depth behaviour

Building codes Regulatory All: Medium (mostly related to No impact High (depending on No impact Increasing stringency and
and MEPS -residential and non- the operational framework) stringency of requirements, coverage makes a smoother
residential coverage and enforcement) impact
- new and some
renovation

Refurbishment Regulatory Existing buildings Low-medium (depends on High (depending on stringency No impact Small, indirect Increasing stringency and
obligations monitoring scheme) of the target and coverage) coverage makes a smoother
impact

EEOS Financial All buildings (and Medium (majority of cost is Potentially high, but dependent Typically contraproductive Potentially high, Risk of cherry picking
energy use) borne by utilities, but the on the types of measures, and because of cherry picking. depending on the
framework and enforcement likely to diminish over time measure design and
can be costly) content

Subsidies & other Financial All buildings Very high (direct subsidies) to Potentially high dependent on Potentially high dependent on Potentially high Risk of free riders
FIs high (loans, revolving funds) the policy design and coverage the policy design and dependent on the Less direct subsidies are
coverage policy design and preferable
coverage

Research and Technical / Demonstration projects Low No or limited/delayed impact limited/delayed impact Uptake is often slow due to
development Awareness or indirectly all low inertia of the sector
programmes

Fiscal incentives Financial All buildings Very high or high (depending Potentially high (depending on Potentially high (depending Potentially medium, Risk of free riders
on scope and level) the incentive requirements and on the incentive requirements depending on the
enforcement/ monitoring) and enforcement/ design
monitoring)

ESCOs Financial / All buildings Low Low to medium depending on Typically low or Typically low or Varied options for policy
Process the related measure and or the counterproductive, unless counterproductive, promotion, design has large
market volume linked with other policies unless linked with impact
other policies

Energy audits Technical / All buildings Very low Usually low Medium Usually low, unless Risk of measures not being
Awareness specific attention on implemented
users

25
Policy Barriers Scope (in case of EU Costs Extent of impact on Extent of impact on Extent of impact on Other comments
addressed policies) renovation rate renovation depth behaviour

Awareness & Awareness All buildings Low-medium (depending on Potentially low (depending on Potentially low (depending on Potentially low-high Hard to prove / isolate the
information the design) the measure design, content the measure design, content (depending on the impacts
campaigns and reach) and reach) measure design,
content and reach)

Voluntary energy Awareness All buildings Low No impact Low (depending on the Usually no impact Risk of negative interaction
labels coverage, awareness, with other policies or
interaction with other replication
policies)

Ecodesign, energy Awareness All buildings and Medium (due to operational No impact Low-medium (depending on Usually no impact Likely positive interaction
labelling, EPC building parts and capacity requirements, the coverage, awareness, with other policies (esp.
equipment testing, and enforcement) interaction with other MEPS and awareness
policies) policies), while risk of
overlap

Voluntary Process Buildings from housing Low Medium (depending on the Medium (depending on the Possible (dependent Need commercialised
agreements associations extent of the programme) target) on measure design)
market

Skills and Technical / All buildings via Medium No impact Low-medium No impact, or only Lapsed impact
capacity building Awareness construction industry indirect

Source: (Boza-Kiss, Moles-Grueso et al. 2013, Artola, Rademaekers et al. 2016)

26
3 One-stop shops: holistic integrated home energy renovation services

Demand side improvement measures are fragmented both on the demand side (many customers with
widely ranging preferences and characteristics) and the supply side (many and small contractors
mostly with unknown quality, wide range of technical and managerial solutions, countless
combination of technical variables), which makes it difficult for both sides to choose the best partners
(Figure 10).

Figure 10. It is difficult to manage a renovation project for an average homeowner. The hassle, complexity and time are
discouraging

Source: Graphics by Sziptner, G. published in (Csoknyai, Barna et al. 2013)

As shown above policies have been spurring the overall improvement of the building stock through measures
directed towards new buildings, while little has been effective on the side of existing buildings. In this context
the one-stop shop concept comes as an opportunity on the market to enter a niche area if the model is
designed and priced appropriately. For policy-makers this means understanding the OSS segment, and find
ways to support it in order to enhance its potential for increased volume and depth of building renovations.

3.1 What is a home renovation one-stop shop?

The classic renovation model, referred to as “atomized model” by Brown (2018), requires the customer
to make all major decisions, keep in touch with all suppliers and partners involved, invest a lot of time and
take risks. The success of the renovation depends on the ability of the customer to act as a project
manager/organizer in terms of technical, financial and time-management. But this customer is typically not
educated in building renovation and project management, and thus runs a high risk of timing, financing and
quality problems (Figure 11).

27
 Figure 11. The atomized market model with financial provision

Source: Own graphic based on Brown (2018)

Throughout history, new business models have been instrumental to the diffusion of new solution, new
technologies and new systems (Teece 2010). Supplying complex products and systems (CoPS) rather than
individual products or services (Slywotzky (1996), Sharma and Molloy (1999), Davies et al.(2001)) can
reposition businesses, while providing customers more tailored, “integrated solutions” (Brady, Davies et al.
2004). Offering “integrated solutions” enables the manufacturers, service providers, and new entrants to
capture a market niche, where they meet the customers’ specific requirements ranging from individual
packages to full service solutions.
Such “integrated solutions” emerged largely in the 1990s, starting in the IT sector, which was creating more
and more complex systems that became too complicated to be easily understood by general customers.
Construction and renovation provision with energy performance improvement is going through a similar
transition, where complex, fragmented offers can be integrated into offers of higher value
proposition, and through which a supplier can better position itself.
In addition, other terms are used to refer to the same concept of “one-stop shop”, such as “Competence
House” (e.g. (Bolig Enøk 2012)), “observatory” – in case of a central information tool that supplies many
types of related data, or “turn-key service” – in the construction/energy supply services.42

According to the Financial Dictionary, “one-stop

shops” aim to attract customers and clients by
allowing them to save the time and energy they
would otherwise spend going to different
companies for different activities.33

42
Financial Dictionary. n.d. https://financial-dictionary.thefreedictionary.com/One-Stop+Shop

28
As opposed to the “atomized model” (Figure 11), in the one-stop shop model, the OSS stands in the
middle of an energy renovation stakeholder map and subcontracts all other contractors, occasionally even
the financial actor (Figure 12). The OSS practically represents and manages the whole (or large part) of
the customer chain. The customer receives all information, all contract, all management from the
OSS.

Figure 12. The One-stop shop model

Source: Own graphic based on Brown (2018)

3.2 The value proposition: The OSS service offer

The role of an OSS is many-folded and varies depending on the specific situation. In general, we can consider
it as an intermediary point of contact (Figure 13) that translates the fragmented supply side, e.g.
designers, suppliers, installers, financiers into one offer to the homeowners. On the other hand, the one-
contact point is also valuable for the suppliers, who often find it difficult to manage the transactions towards
their potential clients due to the varied requirements, lot of resources for awareness raising, extra visits
and/or visits to customers who will finally not contract them, etc.
From a customer perspective, the “integrated solution” becomes a “one-stop shop” (OSS) service in the
buildings sector, when asset owners that would like to realize energy renovation of their buildings are aided in
more than one/few steps in the process. An OSS service transforms a cumbersome and complex set of
decision-making/actions by non-experts into a single entry, customer-friendly offer. The OSS concept means
moving away from the classic set-up where asset owners face directly every entry point of a
complex renovation value chain with a number of interlocutors, and where the asset owner – who is a
non-expert – has to find the best combination of the parts of a complex solution, to a situation where
project promoters can benefit from a customer-centred service offer establishing a bridge between
the fragmented supply side and the also fragmented demand side.

29
 Figure 13. The intermediary role of OSS, and some of the benefits and advantages it can offer to both sides

Source: Own graphic43

The value proposition of the OSS services for different stakeholders are reviewed in chapter 3.3, and clearly
offer benefits for not only the home owners, but also for contractors. The offer of OSS at the customer
value chain points range from information, technical and legal support, structuring and provision
of financial support, to the monitoring of savings (Figure 14).

43
Source of the icons: http://gfx9.com.

30
 Figure 14. The full service value chain for homeowners

Source: own graphic based on various sources

3.3 The benefits and limitation of working with an OSS

Based on the data collection and survey among OSS 44, the critical benefits and limitations of
developing a project with an OSS are reviewed below from the perspectives of the demand side
(home owners) and the supply side (contractors and financiers).

The clients’ perspective

Advantages » Tailored information and recommendations: on the current and potential

energy consumption and energy savings;
» Avoiding hassle: OSS takes over the organisation and the management of the
renovation project from the client;
» Simplified process: OSS is a single point of contact, (often 45) a single point for
payment, the client does not need to arrange with numerous service/product
providers;
» Access to reliable information: OSS has the technical and financial
knowledge that are required for the renovation project;
» Higher quality: as a result of the previous point, and because of collaboration
with local tested and trusted contractors, OSS can achieve higher quality in
project performance on average, moreover many OSS include quality control
and monitoring (or even verification) in their services;
» Faster renovation: usually an OSS-mediated project is completed faster,

44
The survey methodology is reported in Annex I.
45
About half of the OSS work on a fee-basis, and while select and instruct the subcontractors, the client still have to conclude
contracts with these individually. See more in chapter 4.3.

31
 because of the experience of the OSS (whereas the client does not have to
explore alternatives), because of the partnerships between the OSS and the
contractors (based on which the contractors are available to complete the
works), and because of specific technologies used in scale (see e.g. the one-
week renovation by EnergieSprong);
» Tailored financing package: the OSS often establishes partnerships with
financing organisations, which are referred to the client (e.g. BetterHome), or
provide their own financing options (e.g. Oktave), but in any case help to plan
the financing structure of the project by evaluating the resources needed and
the source options, and prepare the application where necessary (for grants, for
loans, etc.).
Limitations » Costs: the service of the OSS is costly. OSS either charge a fee (see more in
chapter 4.3) or build the costs into the overall price of the package
(nevertheless, due to economies of scale, the OSS may have access to lower
priced renovation costs than an individual would);
» Driven choice: the selection of contractors is predefined by the OSS, and more
restricted than the whole market, thus the client has less control.

The contractors’ perspective

Advantages » Improved knowledge and skills: OSS and their partners often provide
trainings to contractors (see Table 15);
» Access to small projects – overcoming the fragmentation of the
buildings sector: projects that are normally financially not viable become
accessible for contractors, because the OSS takes over much of the transaction
costs (e.g. project preparation, feasibility study is carried out by the OSS, client
identification has a higher rate of realisation), furthermore, OSS can bundle
small projects to reach economies of scale;
» Brand and reputation: OSS represent a brand that they build up and
advertise, and to which the contractors join when partnering with the OSS and
thus enjoy the recognition and trust;
» Business support: linked to the above point, the OSS represents the
contractors at fairs, industry circles, provides customer care, organises
advertisements, etc. These all improve contractors’ recognition;
» Tools: Some OSS develop support tools (such as calculation tools, installation,
monitoring tools) to aid the work of the contractors at the premises of the
renovation;
» Partnering and networking: the OSS structure offers safe environment for
the contractors to collaborate with others, and the quality control and
certification of each of them improves trust among the network.
Limitations » Availability pressure: the advantage of being referred to projects is also a
limitation – contractors are required to be available for projects identified by
the OSS;
» Costs: the price of the contracts are set ahead in agreement between the OSS
and the contractor and driven also by internal competition;
» Internal competition: the contractor is in competition with other contractors
in the OSS network;
» Competition from independent contractors: this is a less significant
concern, because independent contractors typically are not interested in the
types of projects an OSS works with.

32
 The financiers’ perspective

Advantages » Access to new types of projects: home renovation is typically financed from
personal loans, however this is limited by liquidity and the financial capacity of
the homeowners. An OSS project can be made available for other financial
products (e.g. mortgages, green loans, etc.);
» Aggregated projects: financiers have access to pools of clients with similar
conditions and requirements, which enables the development of standardized
products;
» Lower transaction costs: small projects have relatively too large transaction,
but in an OSS-assisted project, the bank can trust the technical evaluation of
the OSS and/or the OSS may pool projects together;
» Improved applicants: some OSS help their clients fill in loan applications, and
thus improve the correctness and success rate of applications;
» Reduced (perceived) risk: these (small) renovation projects with homeowners
are traditionally considered risky, however understanding the nature of energy
savings can increase trust in the increase of disposable income of applicants.
Limitations » Costs: collaboration with new actors (such as the OSS) has costs in terms of
networking, skill development, new staff
» Need for new products: banks need to develop new products, which is also an
opportunity, while being a risk, too.

3.4 Alternatives to OSS

Several studies found that OSS services did not develop in spite of expectations. In simple words, OSS
are not the silver bullet for all clients, for all locations and for all frameworks. Pardalis (2019) interviewed 10
Swedish SMEs that work in the construction sector to understand their desire to engage in offering one-stop
shop services. While these existing construction companies all thought that the OSS model is an
interesting one for the Swedish renovation market, and they would appreciate the existence of such an
entity, they did not see themselves as suitable to offer these services. The interviewees thought that an
OSS would be able to strengthen the market by fortifying the position of current stakeholders, expanding their
networks, etc. At the same time, working as an OSS was conceived as too complex with a lot of risks and
uncertainties. At the macro level, Mahapatra and colleagues found that in spite of the interest in Sweden in
step-wise home renovation primarily among young, urban based, high income population, an OSS service
offer is not available. Potential service providers were found to be not willing to take on the role. The few
intermediary entrepreneurs are engaged with multifamily building construction, other SMEs and renovation
companies would need business development capacities and knowledge, whole the municipalities consider
their role only as a facilitator (Mahapatra 2019).
Services that are similar to those offered by an OSS should be clearly distinguished. This is important for
being able to better understand the role of the alternatives, to ensure transparency in the market, to avoid
free-riders, to prevent false expectations from the clients, and to formulate relevant policies. A comparison
with Energy Service Companies (ESCOs), with facilitators/advisors, and with consultants is provided below.
The Innovate project compared the OSS to a large number of other market actors from the viewpoint of that
each of these market players occupy in the value chain as opposed to an OSS (see Figure 15).

33
 Figure 15. The role of certain market actors in the renovation value chain.

Source: (Refabert 2019)

3.4.1 ESCOs vs OSS

Energy Performance Contracting (EnPC) offered by an ESCO is a service, centred on the achievement of
guaranteed energy savings. A third-party (the ESCO) enters into arrangements with property owners to
improve energy efficiency of their site/building by implementing a set of measures that are defined by them
(even if in consultation with the owners).
ESCOs take on some or all of the risks, and their fee is paid from the energy /utility cost savings or at least
based on the performance of the implemented measures. ESCOs may also finance or arrange for financing
for the projects. ESCOs often keep the operation of facility and/or provide the energy supply for an agreed
period of time. ESCOs typically act in the industry and the public sectors because of larger project sizes and
more reliable energy consumption patterns.
In principle, ESCOs are not involved in awareness raising, motivation and follow-up of projects only to the
level that allows them to maximise their profits.
The OSS concept is slightly different although it presents many similarities. OSS usually assist building owners
throughout the entire renovation process, like many ESCOs. They manage the project and take on several
types of risks, again similar to ESCOs.
However, OSS have a strong role in general knowledge sharing, raising awareness, and convincing
homeowners to commit to energy efficiency improvements. They will offer pre-defined packages of
renovation options, and/or work with building blocks of renovation measures that can be fit and fixed for the
clients. They collaborate with local suppliers, and help the client select from the list of possible contractors
based on competitive offers and/or an OSS-managed quality assurance. Mostly, the OSS compiles the offer,
which they sub-contract, and the client is only facing one contractor and one invoice at the end.
OSS also offers benefits for the suppliers, whom they can train, support with tools, or other means, which is
not the case for ESCOs. Accordingly, OSS are willing to work with small clients, such as single family houses
or multi-apartment buildings.
EnPC and the OSS can be combined, and an ESCO may be interested in entering into the OSS niche, and by
investing resources in the customer-care part of the value chain, attract more contracts on this fragmented
market.

34
3.4.2 Facilitators vs. OSS
Facilitators can be of many kinds, and their level of involvement in the renovation project itself is varied. The
Belgian super ESCOs and ESCO associations (such as Belesco, or the recently dissolved Fedesco) have a long
history in facilitating EnPC or other renovation activities. In France, municipalities act as key actors to
facilitate different models, including OSS (e.g. Picardie Pass) (Refabert 2019), in Sweden the municipality of
Växjö plans not to offer an OSS service itself, but to facilitate its operations.
Facilitators help to arrange financing for the operation, and may participate only in part of the whole process.
They are somewhat similar to an OSS from this perspective, but unlike a simple consultant. Energy advisors
usually walk very closely with the client, and develop the advice exactly based on the customer’s needs and
situation, while it is more common that OSS have a few basic packages and tailor these to the specific case.

3.4.3 Consultants vs. OSS

Traditional energy consultants may walk the client through a longer process of the renovation project, but
they will rather focus on shorter frames (e.g. audits, feasibility studies, follow-up monitoring). They are
probably even more independent from brands, than some OSS. This is to say that many OSS will focus on
being fully independent, but one of the roles of OSS is to help the client select from contractors. For this
purpose, they either use their previous experiences, develop a list of suppliers and/or train and qualify the
suppliers. Some OSS are directly linked to industrial partners (e.g. BetterHome). At the same time, OSS often
guarantee the quality of the service, while energy consultants do not.
Energy consultants do not finance or arrange financing for the operation, as opposed to the usual OSS
element. Consultancy is very tailored, yet less comprehensive than a facilitator and/or an OSS.

3.4.4 Combinations with other services

Some OSS identified, especially in the UK (for example ALIenergy and TIG) take on tasks that go beyond a
renovation project. For example, they help to alleviate some difficulties faced by vulnerable and
marginalized households. Besides assisting them in a full home renovation, they are also available for simple
behavioural energy saving measures, health improvement measures, or even money management advice (see
e.g. Figure 16).

Figure 16. The schematic representation of ALIenergy’s offerings for local households and communities as an OSS

Source: https://www.alienergy.org.uk/affordable-warmth/

3.4.5 Innovation and home energy renovation

There is a good place for “one-stop shops” in almost any value chain related to energy efficiency. The
following graph shows the construction value chain, and the places where organisational innovations, i.e. new,
combined offers by OSS could be placed (Figure 17).

35
Figure 17. Mapping the building process, its actors and the innovation involved

Source: De Groote and Lefever (2016).

36
4 The European OSS map
In this chapter, we describe the 63 European46 one-stop shops that have been identified in the scope
of the current research. Every OSS was recorded as an individual one, even if the origin was the same, but
then transferred to different countries, operated by independent entities, and adapted to the local contexts.
For example the EnergieSprong-type OSSs that work in the Netherlands (the original) and the UK are
considered to be separate OSSs. Similarly the CLEAR OSS in various countries (e.g. Italy, Belgium, Spain, etc.)
were initiated in 2014 as part of a European project, however they continued to operate in the respective
countries with locally tailored set-ups and goals. On the other hand, the project FinEERGo-Dom47 is considered
to be only one OSS for the time being even though there are planned pilots in 6 countries, because these are
not yet launched and/or it is not clear what features they will have, and whether the operators will be unique.
The data collection was carried out in three steps. A first collection of 23 OSS were presented in the preceding
study in 2018 (Boza-Kiss and Bertoldi 2018), which was followed by a general call and search for more
examples, including a Workshop in March 2019. Further OSS were identified with a snowball sampling
exercise, whereas experts and the already known OSS were asked to point to other similar businesses. (See
more on methodology in Annex I).
The 63 identified OSS are located in 22 countries. Besides those localized in the map below (Figure 18),
three more MSs (Poland, Latvia and Romania) have projects planned with ranges of OSS-related projects (as
FinEERGo-Dom project part of the). As shown in the map, around 2/3 of the EU Member States have at least 1
OSS on their renovation markets.

46
When we analyze European OSS, we mean OSS in the EU Member States, Norway and the UK. In this research, one OSS was
identified in Norway and six in the UK, which are included in the statistics shown.
47
https://fineergodom.eu/activities/projects/

37
 Figure 18. The location of one-stop shops identified in Europe.

Source: own compilation

Of the identified 63 OSSs, 57 were found to be operating or planned to be launched soon across the
EU,Norway and the UK, and 6 have been closed. Regionally, Western Europe has most abundant OSS
markets, centred in France, Netherlands, the UK, Belgium, Spain and Denmark (Figure 19).

38
 Figure 19. The distribution of 56 working OSS across European Member States,Norway and the UK.

Note: The multicountry FinEERGo-Dom project is not included. Source: own compilation

Figure 20. Status of the 62 identified OSS in 2020.

10%

5%

16%
1
2
3
4

69%

Source: own data.

Most of the identified OSSs are currently operational, only six have stopped operation, 3 are in pilot phase and
10 were planned to be launched soon (data as of beginning of 2020) (Figure 20).
One-stop shop services experienced a boom in the last 5-10 years. The launch date of about half (34) of
the identified OSS were known. Of these, only 4 started before 2012, and 24 were launched
afterwards, with the most (eight) launched in 2014. All of the OSS that stopped operations (six such
companies) were started before 2010.
OSS have been largely started from the initiation by (local) administration or as a pilot in a Horizon Europe
project (i.e. from EU research budget).

39
 Figure 21. Year of launch where known (N=34).

9
8
number of OSS 7
6
5
4
3
2
1
0

Source: own data.

The observed OSS differed in their servicing level of administrative regions: 25 OSS serve at national
level, 19 OSS work at a regional level (for example in the Basque country in Spain, Flanders in Belgium, the
Western Islands in the UK), only 12 of the OSS were bounded to only one or a few cities, while 6 cases had a
center in a city, but served the agglomeration and/or the surrounding region.
Most of the OSS are replication or transfer from other examples, like EnergieSprong.

4.1 Stakeholders in an OSS set-up

The set-up of the collaboration in a renovation project managed by an OSS is more complex than a regular
refurbishment project at first sight. As demonstrated in Figure 12 (see earlier) the renovation value chain
is reorganised, whereas the OSS is placed among other actors in a construction/renovation
project. Value chain assessments are derived from Brown (2018), and based on interviews with SMEs in a
Swedish study (Pardalis, Mainali et al. 2019) (see more about the study in Chapter 3.4). As seen there, the
OSS acts as an organisational hub or an intermediary between the customer and the services. These
renovation services can be carried out by the OSS itself, or by suppliers that are subcontracted by the OSS.
An OSS renovation supply chain consists of – at least: one or a bundle of customers, one or several
contractors and the one-stop shop.

4.1.1 OSS - the intermediary

Naturally the one-stop shop is the key player in the OSS-based renovation value chain.
The configuration of the OSS has been found to belong to six main categories as summarized in Table 10.
OSS. While all one-stop shops aim at building renovation and improving the energy performance of buildings
by helping the building owners to go through the refurbishment process, the types listed have different
operational structures and business models.

40
 Table 10. The six key types of OSS identified (extended from Boza-Kiss and Bertoldi (2018)).

Government- Industry driven OSS ESCO based OSS Facilitator OSS Cooperative type Store OSS
driven (local or OSS
regional) OSS

Their programmes Manufacturers or Building on their Consultants that Aims mostly at the A large store or a
are mostly driven by installers that aim to complex offerings, develop their societal benefits, warehouse, where
climate and/or extend their they extend and original customer- not necessarily the shoppers can
energy businesses or improve reclassify their related businesses, focused only at get acquainted
considerations, customer care. value-added e.g. by extending energy savings/cost with the
sometimes by social solution-parts. the types of savings technologies and
targets. services, in order to products, and
reach more have a personal
customers contact option to
ask for tailored
advice and further
assistance at the
spot.

e.g. Ile-de-France e.g. Reimarkt, e.g. Ile-de-France e.g. CLEAR, Tighean Haarlemse e.g. Center for
Energies, SPEE CleanTech, Energies, Innse Gall Huizenaanpak, Sustainability and
Picardie, ProjektLavenergi, HolaDomus, EBRD Retrofit Works WoonWijzerWinkel
RenoBooster, BetterHome credit lines Rotterdam
HomeGrade
Source: based on Boza-Kiss and Bertoldi (2018) and own data

As Table 10 shows, some OSS can belong to more than one group. For example, Ile-de-France Energies
(earlier POSIT’IF) is a public-private partnership, whereas on one hand it is owned and supported by the
regional government, but it is largely based on a third-party – in this case an ESCO – funding mechanism.
CLEAR was started as an EU funded project 48, but the organisations, typically agencies, facilitators and
consultants that run the project continued the activities on their own. Even more, CLEAR had some cooperative
aspects, too, because the participants join in order to procure products in an organized way.
Some OSS belong to more than one category because a) their structure or ownership has changed in the
meanwhile (e.g. CLEAR – as described above), b) they work as a consortium (e.g. Huisdokter in Limburg is a
consortium of construction professionals, local authority, and private persons), c) they provide various services
(Ile-de-France Energies is a semi-public new venture created with 85% of capital held by the Regional Council
and Local authorities and 15% of capital held by Private partner).
When considering the main functionality and main owner, 56 OSS could be identified (for 7 OSS it was not
possible to determine): 22 of the identified OSS are government driven, 18 are run by consultants or
other private small organisations, 9 of them are subsidiaries of industrial actors, and 2 of them
work as shops that have an OSS section.
In more specific terms, the OSS in our sample are:

 a producer or its subsidiary (e.g. BetterHome, CleanTech, or Reimarkt),

 an energy agency (TIG in the UK),
 a project manager (Projektdoktor in Hungary),
 a new venture partially owned by a local government or its specialised body (Ile-de-France Energies),
 a department of a local or regional government (e.g. HomeGrade)
 a central procurement agency (Rhodoshop),
 a cooperative (Retrofit Works),
 a specialized store (WoonWijzerWinkel Rotterdam).

4.1.2 Clients in the OSS value chain

On the demand side of the value chain, the customers are typically owners of residential buildings, typically
built before 2000 or even 1990. Almost 80% of the OSS for which we have information (20 out of
26), target single domestic buildings. Six of these OSS are solely targeting single houses. Seventeen

48
Enabling Consumers to Learn about, Engage with and Adopt Renewable energy technologies (IEE 13-588), and continues thought
Clear 2.0 Project (H2020- 749402)

41
of 25 OSS renovate multi-apartment buildings, and therefore, their customers are the homeowner
associations or their representatives. Three OSS in our sample work specifically with property managers
and condominium managers, this way they succeed in renovation works in multiapartment buildings.
The social aspects are captured by a number of OSS where four of the identified OSS work with social
housing, although none of them deal with these exclusively (see more in section 5.3 and 5.4). In social
housing refurbishment, the OSS supply their offer to the owners of these buildings in collaboration with the
tenants. It is typical that these offers are fast paced, industrialized in order to reduce disturbance, while not
driven purely by the cost-benefit value of the renovation, and thus able to carry out deeper renovations.
It is rare, but existent that OSS target specifically public buildings (e.g. RenoWatt in Belgium, Project
Development Assistance for Local Authorities in Piemonte in Italy). It is more common that the OSS that have
a focus on residential clients can also work with mixed-used buildings, and as a spin-off also with public
buildings (e.g. HomeGrade).

4.1.3 Contractors: craftsmen

Most of the OSS in our study do not implement the renovation works themselves, but coordinate
contractors that visit the households and implement the measures. For example, BetterHome has a pool of
100s of craftsmen that realize the projects formerly agreed between the OSS and the client with the
instructions from the OSS. The OSS provides the contractors with the harmonized tools (e.g. digital platform),
a training and company profile. The OSS also supports the draftsmen with customer care, and therefore any
communication, complaint or further work request are handled by the OSS.
The contractors can work with the OSS in the following ways:

- subcontracted by the OSS (being a public organisation, a local-government subsidiary or an industry-

driven organisation) to provide the services agreed with the client;
- a joint venture is set-up with the retailers (materials and product manufacturers / suppliers), so that
the contractors become part of the one-stop-shop as a joint consortium. This joint venture helps the
industrial partner to provide complementary products or services to their normal products.
Part of the construction industry these days has moved away from the conventional competition and contract
models towards working in partnerships. These partnership have a potential to overcome traditional price-
driven competition towards a more collaborative working environment and a value-driven competition.
Moreover, each large building retrofitting project needs slightly different business models according to
building ownership, building typology, scope of the retrofitting, requirements, barriers such as available
financing, actors engaged, guarantees, referenced projects, etc. The actors in the retrofitting project life cycle
should be able to choose the optimal business model, and should be able to realise it (organisation, contracts,
resources, knowledge, and technical competences). Solid and well-defined methodology and digital tools are
needed for the project based on development and implementation of these novel business models. An
individual SME is limited in many ways to reach these goals. The best solution is a collaborative, cluster or
networked based approach (Stunning n.d.).

4.1.4 Financial providers

The forth usual player in the OSS value chain are the financial providers. These are often banks: international
or local. For example, BetterHome has direct partnerships with local banks, which refer clients between each
other and the banks accept the renovation plans as the basis for the loans.
Financial solutions may be provided by ESCOs or other third-party as in the case of SEM Ile-de-France Energie
or Picardie Pass. The local administration or a national fund may also be part of the financial partnership
through a grant, tax reduction, etc.
The financial solutions are reviewed in section 4.6.

4.2 Value proposition examples

The services at different steps of the value chain shown in Figure 14 are explained below. These services are
offered to the homeowners, i.e. the clients:
- Assessment: This is the first step in the direct support for clients, where the customer service
journey starts and complements the approach of the energy audit, which provide individuals with

42
 information about current inefficient losses and energy use, as well as recommendations on how to
improve the energy performance of their homes and appliances. In particular, the OSS has the
resources and knowledge to evaluate the current energy performance of the property in the hands of
the client. The client has their own data, which they provide either personally to the energy experts or
via an online tool.
The assessment is often carried out in two stages. Following a self-assessment using a web-based
tool, or paper-based questionnaire, the client fills in the information and data about the status of the
building and the energy related consumption. This is followed-by a tailored assessment, typically in a
face-to-face meeting. The meeting happens with a specialized company (advisor) partnered with the
OSS or with the in-house expert of the OSS. The place of the meeting can be the OSS office or the
building in question. The role of the various stakeholder groups is summarized in Table 11.
A special case is when the OSS services are provided by a large warehouse, e.g. in the case of
WoonWijzerWinkel Parkstad or WoonWijzerWinkel Rotterdam, both in the Netherlands.

Table 11. Role of the key stakeholder groups in the assessment. While two variations are indicated in the table, these
serve as examples, and there can be several others.
OSS Client Contractor(s) Financier(s) administration Examples
(e.g. local
government)*
Alter- Operates local Visits office, Not involved Not involved Not involved Reimarkt (6
native office with collects data offices around
1 energy experts the Netherlands)
Alter- Operates an Fills-in data, Not involved Not involved Not involved Espace-Info
native online tool to prepares for next Energie,
2 aid self- assessment RenoBooster Hub
assessment stage Vienna
* Here in a function as administration, even if they operate the OSS. Their OSS role is already indicated in the first column
Source: own data

- Guidance: This is a direct follow-up of the previous step. The advisor (independent or in-house OSS)
evaluates the data on the current status, compares to a set of interventions, and identifies the
possible points of action.
There are OSS that work with a selected list of limited types interventions (for example the OSS-Ex
of Extremadura in Spain will offer four very distinct intervention options: Window renovation,
improvement of the building envelope, improvement of the HVAC system, and integration of
Renewable Energy Facilities in the building), or tailored packages (such as the three packages of
BetterHome that focus on different customer interest: energy optimisation, improved indoor climate
or modernisation), or that explore every situation one-by-one (WoonWijzerWinkel Parkstad) (see
Table 12). These interventions – while focused on energy demand reduction – must also consider
comfort, structural and other renovation conditions, and thus should not simply be based on a cost-
benefit analysis.
The result of this step is an energy renovation plan that takes into account the technical and financial
feasibility, funding options, materials, available contractors, and realistic savings targets. The process
itself from the desire to renovate to an accepted plan is highly dependent on the type of housing:
simpler and more tailored for single households, while involving a range of decision steps in case of
condominiums, making the latter more resource intensive from the side of the OSS.

43
Table 12. Role of the key stakeholder groups in the guidance. While two variations are indicated in the table, these serve
as examples, and there can be several others.
OSS Client Contractor(s) Financier(s) Aministration Examples
(e.g. local
government)*
Alter- Individual Collaborates with Provides offer Provides offer Provides financial Most of the OSS
native renovation OSS on selecting through the OSS through the OSS or support in this report, e.g.
1 plan from alternatives directly to the Frederikshavn,
customer in Aradippou,
partnership with the Litoměřice, etc.
OSS
Alter- Renovation Establishes (if not yet Provides offer Provides offer Provides financial Very few OSS are
native plan for existing) a through the OSS through the OSS or support and focused on
2 condo- representative body directly to the potentially a condominiums,
miniums to manage the customer in larger scale e.g. Ile-de-France
project; collaborates partnership with the renovation policy Energies,
with OSS on selecting OSS Facilitateur
from alternatives Bâtiment
* Here in a function as administration, even if they operate the OSS. Their OSS role is already indicated in the first column
Source: own data

- Access to finance: The OSS either participates in the financing of the project directly, or – more
often – as an intermediary. The OSS explores the funding sources that are already available and
refer them to the clients. However, in many cases, when the existing schemes are not suitable, .e.g.
because local banks offer only short-term loans, or loans with high interest, or the clients have low
creditability, the OSS can facilitate the setting up of new sources.
OSS assists the client to identify the best mixture of financing from available schemes (market-
based financial products and public support, such as subsidies, tax credits and loans). As part of the
project preparation the OSS should assist the homeowner to prepare all of the required paperwork.
Loans can be offered by partner banks (potentially supported by a public guarantee fund), or via
revolving funds established by regional or national authorities for the purpose of supporting energy
renovation of buildings.

Table 13. Role of the key stakeholder groups in the financing. While two variations are indicated in the table,
these serve as examples, and there can be several others.
OSS client Contractor(s) Financier(s) Administration Examples
(e.g. local
government)*
Alter- Direct Evaluate own Timely completion No role, as the In certain Oktave, which acts as
native financing financial of the project on a OSS serves as schemes co- third-party
1 capacities and high standard to financier. finance, or
the need for form the basis of support the OSS
further financial the investment. in the financial
resources. provision for the
Diligent projects.
repayment.
Alter- Mediating Provide data to Timely completion Collaborate with Provide financial Bridging loans for
native access to assess financial of the project on a the OSS on resources and Oktave clients –
2 financing capacities and high standard to evaluating the funding schemes, these are provided by
the creditability. form the basis of project for ranging from local banks to
Diligent the investment. financing (this may grants, overcome liquidity
repayment. involve training). preferential loans until the subsidy kicks
Train the OSS to to tax rebates in.
assist the client to and guarantee
prepare paperwork funds.
based on the
technical
specifications and
financing needs.
Work in
partnership with
the OSS.
* Here in a function as administration, even if they operate the OSS. Their OSS role is already indicated in the first column
Source: own data

44
 - Implementation of the renovation works: In order to simplify the renovation process, the OSS
takes over the overall management and organisation of the renovation (Table 14). The OSS identifies
and contracts the contractors, organises timing and material supplies. The OSS usually has a list of
contractors that they work with, which is the basis of a standard level of services. A few OSS have
capacities to carry out the implementation themselves. On the other end of the scale, some OSS do
not actually hold all the contracts in their hands, but rather mediate between the contractors and the
clients, in which case the client still needs to navigate with a bunch of contractors. The benefit of the
OSS in this case is the assistance in the selection, the quality assurance and client representation.

Table 14. Role of the key stakeholder groups in implementation. While two variations are indicated in the
table, these serve as examples, and there can be several others.
OSS Client Contractor(s) Financier(s) Administration Examples
(e.g. local
government)*
Alter- In-house Contract the Subcontract the Provide No involvement EnergieSprong
native implementation single entity OSS OSS for some financing
1 (full works, but most of solution for the
management) the expertise is technical
available in the implementation
OSS.
Alter- Contractor Based on the Carry out the works Provide No involvement BetterHome
native mediation recommendation in a timely manner. financing
2 s of the OSS, The OSS may solution for the
contract the supervise the technical
contractors. activities. implementation
* Here in a function as administration, even if they operate the OSS. Their OSS role is already indicated in the first column
Source: own data

- Quality assurance: In order to ensure a successful and timely completion of the renovation
projects, the OSS needs to guarantee that the contractors for the actual works are qualified, reliable
and available. For this reason, the OSS often establishes a list of contractors to work with (Table 15).
The contractors have to demonstrate that they have the skills, the technical and financial capacities
to carry out certain sub-tasks.
Trainings are a popular way to set up a standard level of quality of the overall renovation, integration
of parts of the process, develop specific knowledge on new energy efficient technologies and building
methods, build a high level customer treatment, and establish uniform branding. OSS can provide the
training themselves, or co-operate with training centres and construction associations to train
contractors and installers. The trainings may be a way to achieve deep retrofitting. In addition,
training programmes are also offered to banks and financial institutions to increase their awareness
of the market potentials from energy renovation and specifically from the OSS-recommended
projects.
Besides improving skills through trainings, some OSS use an online assistance tool to aid contractors
at the renovation site and in dealing with the clients and their data.
Furthermore, the OSS establishes quality control procedures for the construction, and coordinates
suppliers and contractors and oversees the whole renovation process. To this end, there is a process
of meetings, site supervision, and evaluation of performance.

45
 Table 15. Role of the key stakeholder groups in quality assurance. While two variations are indicated in the
table, these serve as examples, and there can be several others.
OSS Client Contractor(s) Financier(s) Administration Examples
(e.g. local
government)*
Alter- Training and/or No involvement In order to become No involvement In some cases About half of the OSS
native online tool part of the system, provide support has this service, but
1 provision complete the (e.g. certification ALIenergy’s
training and/or use or financing) Affordable Warmth
the tool Service and
BetterHome
specifically focus on
this.
Alter- Certification No involvement In order to become No involvement In some cases EnerPHit certification
native part of the system, provide support
2 complete (e.g. certification
certification or financing)
* Here in a function as administration, even if they operate the OSS. Their OSS role is already indicated in the first column
Source: own data

- Monitoring and follow-up: After completion of the renovation, some OSS continue to stay engaged
with the client, and monitor the results for up to several years. Notably, this is an integral part of the
services, when the renovation is carried out by an ESCO, or when in-house financing is involved. In all
financial set-ups, follow-up can demonstrate the benefits of working with an OSS, and measure
client satisfaction, while providing basis for future marketing. Monitoring can be implemented
through the installation of smart meters, follow-up energy audits, reports on energy bills and
satisfaction surveys. OSS should also have the capacity for maintenance, where issues arise from
materials and technologies installed (Table 16). The OSS or the ESCO can offer an energy savings
guarantee when the home renovation is carried out under and EnPC or ESA contract (Bertoldi et al.,
2020), this can facilitate the financing of the renovation, but it would add a cost for a more detail
M&V plan and for the ESCO or the OSS taking over the risk. This additional cost is often paid by the
end-user. This would also need a longer contract, often over 10 years, as the payback period tends to
be long for deep renovations.

Table 16. Role of the key stakeholder groups in monitoring. While two variations are indicated in the table,
these serve as examples, and there can be several others.
OSS Client Contractor(s) FInancier(s) Administration Examples
(e.g. local
government)*
Alter- Performance Share the cost Collaborate in case Repayment linked Not involved, but Oktave
native contract savings under of quality concerns to the energy may collect best
1 the EnPC cost savings practices
contract
Alter- Monitoring for Cooperate with Collaborate in case Not involved Not involved, but HolaDomus
native client OSS on of quality concerns may collect best
2 satisfaction monitoring on practices
the site
* Here in a function as administration, even if they operate the OSS. Their OSS role is already indicated in the first column
Source: own data

- Horizontal activities: Though not directly linked to their daily activities, some OSS take on the tasks
of general awareness raising and information dissemination. Campaigns can focus on both the cost
and CO2 savings that can be achieved by building renovation, in order to raise interest in energy
efficient renovations, and especially to improve commitment to even deep renovations.
Homeowners can learn about the specific value of interventions, and they may be convinced to
complement improvements to the indoor environment, layout, functionality and comfort with energy
performance improvements. Long-term attitude change requires frequent contact with new
information, and should be interactive and engaging, making use of different media.

46
 There are truly varied activities in which OSS provide general information. BetterHome and Reimarkt
give an overview of the benefits of energy efficient renovation on their website. Reimarkt travels
around the country to showcase general knowledge and specific solutions in industry fairs, pop-up
stores and joining other events.
Information is available on most of the websites of OSS. However, a devoted information
dissemination requires a lot of resources, which may be disseminated in a blog (Reimarkt), in news
linked to its own projects (e.g. EnergieSprong in various countries, e.g. the Netherlands, the UK,
Germany, France), downloadable documents or brochures (HomeGrade in Brussels, SIRE in Madrid).
Many OSS provide information on previous projects, and a few give detailed data on the technologies
and options available (e.g. the product site of Reimarkt, the main focus of CLEAR project operational
in a number of countries, or the offline version of WoonWijzerWinkel Parkstad, which is practically a
large store that tops up the sales with personalised consultations).

Table 17. Role of the key stakeholder groups in horizontal activities. While two variations are indicated in
the table, these serve as examples, and there can be several others.
OSS Client Contractor(s) Financier(s) Administration Examples
(e.g. local
government)*
Alter- Offline campaign – Visit the Be present in the Not involved No information WoonWijzerWinkel
native e.g. "store of warehouse, warehouse with Parkstad
1 measures" in a visit the event products, provide
warehouse, pop-up and meet the information to the
stores; pop-up advisors OSS
stores, industry
fairs
Alter- Online information Visit the Provide data and Not involved No information Reimarkt,
native about general website information to the EnergiSprong, CLEAR,
2 benefits of energy website SIRE
renovation and/or
demonstration
cases
* Here in a function as administration, even if they operate the OSS. Their OSS role is already indicated in the first column
Source: own data

Besides these direct services, OSS also offer collaboration or help to other market players. OSS facilitate the
implementation of locally-developed project pipelines and strong and trustworthy partnerships with local
actors (e.g. SMEs, financial institutions, energy agencies). They also often develop partnerships with
(local) banks.
The integrated services can be provided by the OSS itself or through its partnerships. The offer of the OSS is
always more comprehensive than those of the single traditional suppliers. When contracting an OSS, the client
only deals with one or few contractors, which makes the process more convenient, and ideally more
trustful. The administration is simple due to a single entry point. Evaluation of the project is
simpler, too, because the craftsman interact directly or via the OSS, instead of using the project
owner as a mediator.
The steps and the content of the offer can vary greatly, and different business models may add or miss some
elements. It is important that the business models are adapted locally (Brown 2018, Mahapatra 2019).

4.3 Price of the services

The one-stop shop offer includes more than a simple renovation project, and it is reasonable to expect that
the service has a price tag. Of the 63 reviewed OSSs, we could collect information from 23 OSSs related to
the prices that they work with. Three main business models have been differentiated:
 There are providers that offer their services for free, and the homeowners do not have to pay for the
information and/or the organisational provision by the OSS. In total 6 out of 23 OSS have reported to
follow this model.

47
 o There are OSSs that are operated by a municipality as a municipal service. For example,
HomeGrade in Brussels, RenoWatt in Wallonia (in case of private customers), ALIenergy in
the UK work with this model, and contribute to a wider community target, e.g. carbon-
reduction target.
o The service offered by BetterHome is also free because 4 industry partners established the
OSS to provide community service to potential customers, who then often purchase
their products.
o Two of the 23 providers indicated that currently they offer their services for free, either
because they are testing the service, or have other revenue sources specifically for offering
the service. However, they consider running the OSS services with a price in the future. For
example, the OSSs in Extremadura (Spain) is being set up and is currently financed under the
EU projects INNOVATE and HousEEnvest, but future business model alternatives are being
explored during this phase. Another example is the Piemonte OSS under the Project
Development Assistance (PDA) scheme.
 Under another business model, the OSS sets a fee for the specific service, which typically includes
general and tailored advice, feasibility study, selecting contractors, technical assistance during the
project, and monitoring the technical implementation and savings. These value offers may not all be
included, however, the price can be clearly matched with the content. In these cases, the implementation
costs are clearly separated from the OSS service costs, and probably depends on the content of the
renovation and the contractors chosen.
o Prices can be set as a fix price, and range across large varieties depending on the country
(and thus the customers’ financial possibilities), and the cost structure of the OSS. Examples
range from e.g. 4.000-2.500 EUR per transaction, to ca. 600 EUR per customer, down to 4
EUR per apartment in case of multi-apartment buildings.
o A number of OSS link their prices to the overall project volume. For example the
Center for Sustainability works with a small fix fee and 10% of the renovation costs.
Reimarkt also asks around 10% of the full project cost.
o Several of the OSS offer various plans, depending on the requirements of the customer.
For example ARTEE in France offers a basic service of energy consumption assessments for
a fix price (close to 500 EUR), which can be complemented by packages of varying
commitment, from full support including third-party financing, contractor analysis,
monitoring, eco-gestures training, etc. (for close to 2000 EUR per project), to light support
with less content and for about half or less price. Oktave has a very similar plan, and other
French models include traits of this model, too.
 There are OSS that bundle their offer to another service and consider the OSS service as free, while
paying for other services. For example, Opengela and HolaDomus will not charge the homeowners, but
the contractor will pay a fee per project for basic services. However, the homeowner has the option to
hire these OSS for additional services (typically, for ‘project management’), whose costs are born by the
customer.
 Finally, two of the interviewed OSSs reported to have no final decision about the final pricing of their
services yet, because they are in the planning phase.

48
 Figure 22.The three main business models identified in our survey

Source: OSS survey

4.4 Costs
The costs of the operation of OSSs vary significantly among the ones for which we could access these
data, depending on a number of factors:
 the variety of services that they offer to their customers,
 the location,
 the level of development of the business plan and what services are included,
 the intensity and the type of the customer support (for example whether their services are online
and/or offline, or the level of tailoring they offer, etc.)
The operating costs of an OSS business ranges from 120.000 EUR/year in Eastern Europe to around
800.000 EUR/year in the available Western European examples. These costs may vary greatly depending on
the complexity of the service and coverage of the value chain. The larger OSS have to work much larger
budgets.
Typical costs reported by the observed 23 OSSs are:

human resources, such as one or few architects or engineers, marketing specialists, an

IT specialist, and a financial expert

office space, which ranged from traditional corporate offices, where the team works if
the OSS is solely online to large info spots. There are a few exceptional cases in our OSS
list:

IT tools for customer engagement

IT support to the craftsmen

49
The return of revenue (ROR) is not possible to define from the data collected. Only a few OSS provided
data on the specific costs and total revenue per project, and averages cannot be concluded. However,
information on a number of OSS that operate as social services indicate that simple OSS services (feasibility
study or tailored advice only) cost around 100-550 EUR/project and typically all or up to 80% of this cost is
covered by the OSS, light services (tailored advice, quotes section, monitoring, technical support) cost around
1000-2000 EUR/project, of which 50-70% is paid from the OSS budget, and the customer only pays less than
50% of all costs. In case of full service the total costs reach up to 3000-6000 EUR/project, and 50-70% are
paid by the customers, while the remaining 30-50% are settled from subsidies.

4.5 The size of the OSS market

The OSSs on our radar reported to initiate between 100 and 550 household renovations per year during the
years they were active. The OSSs that are in pilot phase currently aim at an average of 10-15 projects per
year.
During the collection of case-studies, the increase in identifying OSS was on average 4-times from a first
collection (Boza-Kiss and Bertoldi 2018) to the second phase, as shown in this report. Assuming that
- further identification efforts would lead to another quadrupling, but no kick-off in countries without
any OSS as of now;
- 500 renovation or construction projects per year;
The ratio of OSS-projects in the total volume of new construction and renovation projects (as reported in the
IDEES database (Mantzos, Wiesenthal et al. 2017)) is over 10% in three Member States (Denmark, Cyprus and
Estonia), around 5% in another three countries (the Netherlands, Belgium and Bulgaria), and between 2% and
5% in 10 Member States (Italy, UK, Sweden, Spain, the Czech Republic, Austria, France, Ireland, and Hungary)
(see Figure 23). In certain cases (esp. Bulgaria, Cyprus, Estonia), the calculation is a clear overestimate due to
the low volume of total renovations.

Figure 23. Potential share of OSS activity in total national construction and renovation rate.

Source: own data and IDEES database (Mantzos, Wiesenthal et al. 2017)

50
4.6 Solutions that enhance an OSS service
The business case of one-stop shops for energy renovation of residential buildings has been described in the
previous chapters. It is based on the offerings of technical, organisational and financial elements that make
the complex energy renovation easier and swifter.
The OSS engage with a number of technical, organisational or financial innovative solutions that package
effectively with the whole-supply chain idea. These include working with standard technical elements, such as
prefabricated building parts, or hinging on a certain life-event or another renovation goal of the tenants and
owners, and they use a number of innovative financial solutions, such as EnPC or PACE.

4.6.1 Combination with other refurbishment aims: Partnership with transaction

companies for the right timing

Around 90% of the total building stock is in need of renovation in Europe (see Section 1.1.), buildings are
obsolete and need either structural or aesthetic upgrades. Home-owners and tenants are most likely to
renovate the homes and buildings during a transaction, such as purchase or rent. It is most common to
upgrade the kitchen and the bathroom, but often the façade is also renovated. These renovations largely
cover structural and/or aesthetic changes. However, an energy performance improvement can be more easily
added at these points than as a separate element. For example the alternative (three main packages) of
Reimarkt or packages offered by Refurb integrate comfort improvement and energy saving measures, making
these more attractive and less economic-based decisions.
The transaction events are not easily captured by the traditional construction sector. Yet, several OSS have
established collaborations with real estate agents, who can connect them to the newly contracted
homeowners or new tenants that are in the right phase for renovations. The new tenants can be offered a
special renovation package as part of the purchase or the rental agreement, or simply connected to
refurbishment suppliers to improve their buildings at the start.

4.6.2 Packaging of interventions or step-by-step approach

As mentioned earlier, certain OSS (e.g. Reimarkt and BetterHome) recommend three basic packages that
include a different set of renovation measures. A list of measures that can be grouped because of easy
complementarity, price and timing is separated from the other list and the tenant can choose from them.
In another variation, “the Step-by-Step renovation” consists in the replacement of different building
components (such as windows, plasterwork, roof covering, boiler etc.) closer to the end of their lifetime, thus
encourages the building owners/tenants to implement only fewer but more economical measures at one time,
and upgrade the works later in a next step. Some OSS (e.g. BetterHome) regularly contact their customers
after the implementation has ended to inquire whether they were willing to continue with a follow-up work.
When applying this approach (e.g. EnerPHit), a building renovation plan should be made for all measures,
including those which lie in the distant future, before starting the work. In this way, it can be ensured that an
optimal end result is achieved in terms of cost-effectiveness, energy efficiency and quality.

4.6.3 Pre-fabricated technical elements

Prefabrication of buildings, building parts and renovation elements has around 100-year long history:
development of concrete large panel systems started already before the Second World War and growth
remained intensive in the post-war period. The use of pre-constructed elements and parts led to standardized
quality and an increase in the effectiveness of the construction process (Pihelo, Kalamees et al. 2017).
Recently, search for innovative ways to minimize construction/refurbishment costs and tenant disturbances
at the same time lead to the reinvention of similar, but multifunctional prefabricated elements. Additional
benefits include reduced operating costs and environmental impact of buildings, while also increasing
functionality if these renovations lead to low energy buildings.

51
The project MORE-CONNECT49 has shown that it is possible to achieve deep renovation towards NZEB with up
to 80% energy savings compared to original consumption and within a very short time, including installation
time of maximum 5 days (Mørck 2017). The project has demonstrated that construction site workload ratio
can be reduced from the average of 50% to 10% only, while also reducing construction failure from the
traditional 15-20% to less than 5%.
The Energiesprong retrofit scheme applied by a number of OSSs across Europe (and in the US) results in net
zero energy renovations. Around 5000 households were refurbished in the Netherlands by Stroomversnelling
(originally Energiesprong). The renovated houses generate the total amount of energy required for their
heating, hot water and electrical appliances, and provide significantly improved indoor comfort. This can be
achieved by using new technologies, such as prefabricated facades, insulated rooftops with solar panels,
smart heating, and ventilation and cooling installations.

4.6.4 Pooling of buildings

In order to achieve economies of scale, OSS sometimes bundle several renovation projects together. This can
reduce the prices of materials and works, as well as the costs of financing, if needed. This approach is mostly
beneficial for relatively small scale interventions, not deep renovation (Interreg Europe 2019).
Alternatively, standardized measures can be applied to a series of very similar buildings, as it is done by
EnergieSprong. The multi-disciplinary team of complementary actors is set-up, consisting of partners with
complementary competences, such as architects and designers, constructors, energy-efficiency experts,
market and financial experts, technology suppliers, strategy and operations planners. Starting from the initial
design phase, the team works together, in strict collaboration with the building owner, in order to select the
optimal renovation measures to adopt, planning the whole renovation project according to customers’ needs.
The cross-fertilisation of gathering different actors together in an early phase of the renovation project
permits to define a holistic approach to the renovation intervention. In this way sustainable and energy–
efficient retrofitting solutions can be deployed, with an optimal control over the total costs of the renovation
project and guaranteed efficiency performances.

4.6.5 Digitalisation
Many of the OSS use digital tools at various stages of their value chain. Reimarkt and BetterHome expect the
interested home-owners to go through an online pre-project phase in the initial planning of the renovation
work. The online tool helps the home-owners identify their own aims, the level of intervention they can afford,
and the tool guides them to optimize the choices. The ICT tool processes the information gathered and
suggests an optimised approach to the renovation project.
The contractors (actual implementers of the measures, see chapter 4.1.3) also use digital tools to assess,
record and track, and finally monitor the measures to be done. The main advantage of digital tools is the
possibility to harmonize the renovation works and effectively manage the whole process. The quality of the
initial information is highly important. In addition, a solid understanding of users’ behaviour and willingness to
commit to energy savings is essential. The online/digital tool supports the designer/contractor to map the
main project objectives and to suggest an optimized plan of renovation. This key player needs to be
adequately trained and be devoted to the OSS in order to harmonize the project.
The digital tools can also help increase awareness and knowledge of interested, but not yet committed
building owners.
Furthermore, digitally supported OSS renovation has a smooth linkage with financial services. The banks or
other financial providers that can better access the information, will have the approval of the project and
calculations directly from the OSS or the contractor, which can serve as a guarantee for the project success
and help the granting process easier and more reliable from both the bank and the client perspective.

49
https://www.more-connect.eu/one-stop-shop-concept/

52
4.6.6 Financial instruments
One-stop shops integrate some level of financial evaluation and solution into their offer. As described in
chapter 4.1.4, OSS provide financing directly integrated into their value offer or mediate the access to various
financing options. In the latter case, the existence and partnership with alternative financial schemes is critical
for the smooth implementation of a project. The following list of typical schemes that combine well with the
technical solutions of the OSS is fully based on the report by Interreg Europe (2019).
Energy Performance Contracting (EnPC) – This model is particularly prevalent in OSS services that started
off as Energy Savings Companies (ESCOs). It enables the homeowner to cover the costs of the renovation
services via the energy cost savings. These repayments can be either shared savings, in which the contractor
takes a percentage of the savings over a period of time, first out, in which the contractor recoups all savings
until they are paid off, or guaranteed savings, whereby the beneficiary covers the upfront costs, but the ESCO
must meet a minimum performance level, and may have to pay the difference if performance falls short.
Example: EPC forms a key feature of the OSS offer of Ile-de-France Energies (formerly Energies Posit'if).
Referred bank loans – The OSS, partnering with a bank, may issue advice on the most suitable financial
product for its needs, and help them to complete application forms. The regional or local authority may not
use any of its own funds in the actual set-up of the financial products offered by the institutions (unlike the
approach below), but instead involve some training for, and active engagement with, local financial
institutions. Example: BetterHome has established partnerships with local banks, and mutually trained each
other to facilitate the financing of the clients’ renovation projects.
Financial instruments & investment funds – There are a number of municipal-based OSS that
established their own revolving funds and created financial instruments to offer loans to households at
favourable rates. These can be established using public funds, direct borrowing through General Obligation
Bonds, or using European Structural and Investment Funds (ESIFs). European funding can be used to create
guarantee funds for local banks to encourage them to invest. Example: The OSSs in France.
Property Assessed Clean Energy (PACE) – A local government issues bonds for renovation projects, with
the homeowner repaying via increases in the property tax bill. The scheme originates from the United States,
and have been under testing by the EuroPACE project50.

4.6.7 Energy Efficiency Certificates

Tools that inform home owners, raise their awareness or otherwise motivate them to engage in a
refurbishment, in particular in an energy renovation form a crucial part of an OSS-driven refurbishment (see
Figure 8). OSS have no capacity to topple awareness or opinion, and their offers are typically taken-up by
already informed citizens and organisations. Therefore, Energy Performance Certificates or other labels,
audits, evaluation, smart meters expand the population size that can be targeted by OSS (Refabert 2019).

50
https://www.europace2020.eu/

53
5 Policies for one-stop shops
One-stop shops have found to operate in 22 Member States, but only few have specific policies directly
relevant for them. Nevertheless, a large selection of policies still interact positively with the OSS concept and
either prepare the ground, push or pull renovation works that are carried out within the OSS solution. In the
process of interviewing and surveying, the authors of this report were able to collect information on policies
and their interaction with OSS in 19 of the 63 cases, which are reviewed below.

5.1 Policy support examples

EU level:
There are a number of EU policies and programmes that are supportive of energy renovations through one-
stop shop models. For example, the OSS has become a critical element of the “Smart financing for smart
buildings” initiative51, where
Member States are encouraged “to develop dedicated local or regional one-stop shops for project
developers, covering the whole customer journey from information, technical assistance,
structuring and provision of financial support, to the monitoring of savings. These facilities should
lead to more locally-developed project pipelines and strong and trustworthy partnerships with
local actors (e.g. SMEs, financial institutions, and energy agencies), the key being to connect the
supply of finance with demand for it. The development and replication of these one-stop shops
will be supported at the EU level by an exchange of good practices through Manag'Energy, funding
through Horizon 2020, the EU Project Development Assistance facilities, or funding from the
European Structural and Investment Funds (ESIF) when relevant.”
One-stop shops are also advocated by the Directive 2018/844/EU, which amends the Directive
2010/31/EU on the energy performance of buildings (EPBD) and Directive 2012/27/EU on energy
efficiency (EED).
Recently, the OSS potential to support energy renovations has been explicitly mentioned in the
Renovation Wave initiative52. As a result,
“the Commission and the EIB will support setting up standardised one-stop shops that can be
deployed quickly at national, regional or local levels for delivering tailored advice and financing
solutions designed to accompany homeowners or SMEs throughout the preparation and
implementation of their projects”.
The EU has mostly supported OSS-based renovation through research and innovation projects, which
enabled funding, awareness raising, training, organisational set-up, and experience sharing. For example, the
project INNOVATE, the CLEAR project, ReFurb, EnergieSprong and its partner projects, such as Transition Zero,
etc. These have been critical in the development of the OSS concept in the Netherlands, Belgium, France, then
in the UK, Spain, Italy, and lately in Slovakia, Cyprus, Austria and Hungary. In the Nordic regions, e.g.
certain OSS in Denmark and Sweden reported that there are no policies in these countries that
support their businesses. Nevertheless, research and innovation grants have been available at EU level also in
these countries, and local-government based OSS concept has been transferred to Denmark e.g. in
Frederikshavn.
European Investment Bank (EIB) and other EU or supranational pipelines, including ELENA have been used
for financing OSS, e.g. ARTEE in France, Limburg in Belgium, RenoWatt, etc.. PDA has supported the SEM Ile-
de-France Energie (formerly Energies POSIT’IF) and Oktave in France and Project Development Assistance for
Local Authorities in Piedmont in Italy.
National level:
The countries where the energy efficiency policy framework is strong enough or is developing, OSS have
an easier way to operate. This situation has been described in the case of some Spanish OSS, and in France
(e.g. the law No. 2015-992 of 17th August 2015 on Energy Transition). National commitments and
targets, such as the Near Zero Energy Building (NZEB) retrofit commitment in 2015 that resulted the
Superhomes project are found to be the kick-starters of many OSS. The climate law in Spain (la Ley General

51
Accelerating clean energy in buildings. Annex to the Clean Energy For All Europeans. Brussels, 30.11.2016. COM(2016) 860 final.
52
https://ec.europa.eu/energy/sites/ener/files/eu_renovation_wave_strategy.pdf

54
de Cambio Climático) targeted at carbon neutrality by 2050 has played an important role in catalysing
interest in sustainable home renovation.
National subsidies are available for building renovation that OSS can use for the implementation, e.g. in
France most OSS link their services with national (and other) grants, such as SPIRE. ProjektDoktor in Hungary
also helps building owners and tenants to access national funds to finance the renovation works, as part of
their services. In Ireland, large rate (over 30%) of support is available for heat pumps, which has been a
driving force for the Superhomes project.
Along these lines, energy-saving initiatives, or other energy efficiency obligation schemes can be linked to
OSS renovations, too. For example, BedreBolig in Denmark receives funding from energy savings. The
homeowner sells the quota on energy saving to the distribution company and receives a subsidy in return.
Regional level:
Energy efficiency policy framework can be properly defined to support home renovations, e.g. in the case
of Hauts-de-Farnec regional policies that support Picardie Pass Rénovation.
At regional level removing barriers to the ESCO model and Energy Performance Contracting has
helped to overcome financial obstacles to renovation investments, e.g. in Flanders the regional government
considers all investment realized with an EPC model as “productive investment” and has helped RenoWatt to
function.
The regional policy in the Basque country and Catalonia on housing enforces “public-private partnership” for
home retrofitting efforts, and thereby set the ground for the establishment of Opengela and HolaDomus. Part
of this policy is a Social Guarantee Fund to support renovation by vulnerable population (see more in section
5.4.).
Local level:
Most important policy at local level is the setting up and operating the municipal-base OSS itself.
As discussed in section 4.1.1, around 40% of all OSS are run by local governments as a department or as a
subsidiary body. These OSS are closely linked to the building renovation programmes of the cities. For
example, RenoBooster in Vienna or HomeGrade in Brussels, or Bordeaux Métropole Energies (BME) and
Espace-Info Energie in France, etc.
Climate or energy targets provide a working framework and willingness to help by the local governments,
and awareness by building owners. Recently, cities have also targeted renovation minima, for example, the
city pledge in Toulouse that aims to renovate 7500 projects per year by 2025, increasing from the current
rate of ca. 3000 renovations/year53. In other places, the smart city ambitions can boost interest in digitally
attractive OSS services, e.g. in the case of Reimarkt in the Netherlands. The municipality of Olot has passed a
local ordinance declaring its support for the EuroPACE mechanism, which meets a valid public purpose, and
thus supports HolaDomus in Catalonia. Heerlen in the Netherlands, has made massive efforts to revitalize the
region through innovative and sustainable energy policies after the economic challenges due to ending the
mining activity, and has committed in its new Sustainable Energy and Climate Action Plan to become a carbon
neutral city by 2040. Furthermore, in the Netherlands local governments are obliged to adopt policies to move
away from fossil fuels for heating, and these policies have induced a wave of refurbishment projects by home
owners and social housing companies. The local OSS are able to surf on these local pledges and interest in
building renovation by the local owners and tenants.
If not directly running them, cities often participate in OSS financing through local grants or tax reliefs,
such as the local subsidies to support the BedreBolig-Plan. In a survey about BedreBolig, 66% of clients
claimed that they would not have done the renovation without the financial support of the city.
Other OSS enjoy the support of the local administration through information sharing and promotion (e.g.
in Slovakia). The New Energy Overijssel program 54 runs between 2017- 2023 to facilitate the energy
transition in Overijssel by connecting partners and relevant programs.

53
https://www.infoenergie-toulousemetropole.fr/actualites
54
https://www.nieuweenergieoverijssel.nl/nieuwe-energie/

55
5.2 Policy barriers examples
EU level:
The lack of comprehensive obligation to renovate buildings is a key hindrance to the OSS
implementation, because this limits the extent of total building renovation. The low rate of yearly
refurbishment (below 1% per year as shown in section 1.1) should be increased, and OSS could be one way
towards this target.
The Eurostat rules on EPC accounting in national books is still causing a barrier to larger uptake of EPC
financing, which would be one key element of the OSS solution in Belgium. Even though the Eurostat rules
have been revised and explained several times (Bertoldi, Economidou et al. 2020), it remains an issue in a
number of Member States.
National and regional levels:
The lack of a durable and stable policy from the national and local government creates uncertainty with
home owner
Supporting building renovation through grants is a very costly policy, and has only limited potential. The
OSS that depend on national subsidies are limited by the rate and the size of funding.
Pooling and aggregation of buildings for an OSS project need very stable legal and financial framework.
When these lack, for example reported in Italy, then the OSS market will halt and projects cannot be
developed.
The loan used for the renovation is linked to the home-owner as a personal bank product. If a home
owners sells his or her house the loan cannot be transferred to the new owner. While there are efforts to
resolve this barrier, it is a critical financial concern in many countries, e.g. in the Netherlands.
Local level:
The limitation in giving out grants is the same as at national level. It is a very costly policy, and has only
limited potential. The OSS that depend on national subsidies are limited by the rate and the size of funding.
In some countries, the energy markets remain rather unclear, which results in the distancing between
supply & demand.
When there is no energy regulation for the renovation of detached houses, the OSS can tackle much fewer
projects because of lack of interest.
Many subsidy schemes promote single measure investments, such as window renovations or heating system.
There exist tax incentives for all kind of renovation but not specific for the energy renovation. Energy advises
are available but adviser are not allowed to make home visits for the comprehensive and tailor made
solutions. Energy audit reports are required while selling or renting the houses, however their quality is
inadequate.

56
 Table 18. Supportive and hindering policies for OSS project implementation at EU, national, regional and
local levels.

Supportive policies Hindering policies and barriers

Horizon Europe projects for research and Lack of jurisdiction over buildings and renovation.
innovation
Lack of pledges on renovation rate.
EU level

EIB funds, ELENA, PDA

Eurostat rules on EPC accounting
Climate and energy targets

Energy efficiency policy framework Lack of energy regulation for individual houses.
National level

National commitments and targets Costly grants and thus quickly drying out funds.
National subsidies, tax reliefs Improper promotion (if any) for building renovation.
EEOs Loans are personally-linked instead of building-based.

Regional energy efficiency policy framework Costly grants and thus quickly drying out funds.
Regional level

Removing barriers to ESCO/EPC Lack of renovation policies.

Lack of motivated government to lead by example in
energy renovations.

Supporting the OSS solution through Costly grants and thus quickly drying out funds.
information sharing and promotion
Lack of coordination of national promotion campaign
Establishing the OSS as part of the municipal and locally available suppliers.
services
Opaque market situation, no connection between
Climate or energy targets supply & demand.
Local level

Renovation rate targets

Local grants or tax reliefs
Source: own data

While the policies are numerous that can support the start-up or the operation of OSS, equally, one-stop
shops can be a critical element in a wide-scale renovation directed at energy performance
improvement, if its potential for replicability can be tapped upon.

5.3 Role in deep renovation

The 2018 EPBD revision has highlighted the need for more policies and actions to stimulate cost-effective
deep renovation of buildings, including staged deep renovations. These renovations are generally understood
to capture the full cost-effective energy efficiency potential of a building, leading to a very high energy
performance level (GPBN, 2013). Whilst a common definition for deep renovation is not yet available at EU
level, deep renovations often entail major modernisation actions including insulation of the building envelope,
upgrade of technical building systems and installation of renewable energy source systems and smart control
systems.
Deep renovations may be designed and executed in a single step manner where all actions are performed at
once. One-step deep renovations offer the advantages of integral planning, optimised costs and absence of
lock-in effects55. Staged or step-wise renovations, on the other hand, allow for less disruptive processes and
spread the renovation costs over the time, thereby reducing upfront costs. Staged renovations form the most
common type of renovation across Europe due to their alignment with various possible stages of a building’s
lifetime including routine repairs, emergency replacements, building extensions, ownership transfers,
occupancy changes etc. (Mahapatra (2019), Fritz et al. (2019)). As staged renovations may lead to locked-in
energy savings and sub-optimal energy performance levels in the long run, it is crucial that they are well
planned, designed, and executed in a thorough way. An example of such well-designed staged renovation is
developed and tested by the EuroPHit step-by-step approach (Figure 24).

55
In this context, lock-in effect describes a situation in which a recently renovated building is “locked” in a poor energy performance
level due to insufficient, shallow renovation standard. The next renovation phase may occur in several years or decades after this
“missed” window of opportunity, thereby missing out on important energy savings.

57
 Figure 24. Illustration of an EnerPHit Retrofit Plan for an end-of-terrace house showing the heating demand and
generation of renewable energy (right-hand axis) in the existing building and after the four steps.

Source: Bastian (2016)

The role of OSSs in stimulating one-step or staged deep renovations has not been investigated in
detail so far. In theory, the traditional, business-oriented OSS model is more adequate for renovations with
clear economic benefits, and these have had limited participation in deep renovations. Therefore, the role of
active policy support is important, designed to contribute to large energy efficiency improvements.
Nevertheless, a few OSS have been found to promote deeper renovations. A key element that often
determines whether deep renovations are supported by OSSs is their structure of governance. For example,
French OSSs are often run and supported by local or regional government. This offers the opportunity to
create a synergy between the ambition of the projects handled by OSSs and energy efficiency targets
promoted by French policy. For example, Espace-Info Energie in Toulouse is an associative company whose
goal is to accelerate energy transition through impartial counselling and follow-up of research, studies and
other initiatives. As part of the training and educational activities, they run the “Positive energy families”
challenge with the objective to mobilize participants to generate substantial energy savings at home. Another
example is the Superhomes OSS run by the Tipperary Energy Agency and supported by the Sustainanable
Energy Agency Ireland. With recently announced scale-up plans, the Superhomes model promotes energy
rating A renovations and constitutes one of the most interesting case studies covered in this study. The plan
is to transform the Superhomes offer from a model, which completes 100/€6m worth of retrofits per year in
2019 to 3,000/€150m per annum by 2030. If successful, it will implement 10% of all retrofits in Ireland by
2030 and generate investments of €657m from 2020 to 2030. This ambition will be achieved through the
development of:
 4 Regional Superhome One Stop Shops which will engage 80 High Performance Contractors to deliver
quality retrofits nationally
 capacity building and training for homeowners/surveyors/contractors/technical staff (>200 people
trained)
 attractive finance solutions independent of public finances, financing >€67m per annum by 2030
 optimisation of technical analysis and design systems and solutions.
 creation of open source energy performance data platforms which demonstrate the value of
undertaking nZEB retrofits to the market
Further Superhomes plans include the facilitation of a Deep Retrofit Community of Practice (CoP) to promote
dialogue between experts, practitioners and agencies across Europe and promotion of technical solutions

58
using best practice standards. Opportunities to expand the Superhomes model outside of Ireland are also to
be explored using linkages created through the European Heat Pump Association and FEDARENE. Beyond the
Irish model, Energiesprong in Netherlands and France is another interesting OSS case study, as it actively
supports net zero energy renovations. An overview of these OSSs explicitly or indirectly supporting deep
renovations in Europe is presented below.
Through appropriate policy interventions, it is possible to develop a strong relationship between deep
renovations and the OSS model. In the question as to what policies would be helpful in achieving deep
renovation through the OSS model, questionnaire respondents identified several financial, regulatory and
capacity building actions. These include national or regional compulsory renovation programmes, mandatory
renovations for all public buildings, revision of Eurostat rules and favourable national and regional laws on
energy efficiency. Some experts stressed the need of a long-term focus by jurisdictions in order provide a
clear direction and increase certainty among actors as well as the need to enable local and regional
authorities to more freely dedicated funds to building renovation initiatives. More targeted incentives and
access to soft loan facilities are also deemed necessary for promoting deep renovations with financing been
highlighted as a top priority. This could be accompanied with mandatory promotion of deep renovation
standards in public subsidies (including energy efficiency obligation and white certificate schemes), increase
of CO2 taxes and introduction of housing tax penalties in case of excessive energy consumption. Technical
assistance for OSS linked with national grants for refurbishment could also help create a better synergy, while
transparency in energy consumption data can raise more awareness.

59
Name: Superhomes Name: Espace-Info-Energie, Toulouse
Country: IE Country: FR
Description: Description:

Started as a pilot project in 2015, SuperHomes is Espace Info-Energie is a Toulouse-based OSS

an OSS designed by Tipperary Energy Agency and which, inter-alia, offers conferences and trainings
funded by the Sustainable Energy Authority of on topics such as energy transition and financial
Ireland. It gives homeowners the opportunity to aid at home. Espace Info Energie has been running
retrofit their pre-2006 houses to an ‘A’ energy “Positive Energy Families” since 2008, a challenge
rating standard. Based on a whole house solution, whose objective is to mobilize the general public on
it includes the following mandatory measures to the energy savings that can be achieved on a daily
avail of financial support: heat pumps, airtightness basis, without affecting comfort. It takes place
improvements, advanced ventilation systems and throughout the heating season, from December 1
insulation to a high standard. Depending on the to April 30 each year. During the 2015-2016
project and grant targets, solar PVs may also be campaign, the challenge brought together nearly
included. The financial support takes the form of a 8,000 participating households, totaling 8,500,000
grant covering 35% of the upgrade cost with the kWh of energy savings, equivalent to taking 4,000
option of spreading the remaining cost over five cars off the road.
years via a loan.

Name: Center for Sustainability. Heerlen

Country: NL
Name: Energiesprong
Description:
Country: FR, NL
The Center for Sustainability in Heerlen aims to Description:
offer an OSS-based solution inspired by the
WoonWijzerWinkel model in Rotterdam. The goal is Set up originally as a government-funded pilot
to support deep energy retrofits in houses scheme in 2016, Energiesprong has supported
occupied energy poor households through whole house retrofits at no extra costs for the
cooperation with regional partners (see more residents in over 5000 houses in the Netherlands.
details in Section 5.2). Since then, Energiesprong has scaled its model to
more markets in Europe including France, the UK,
Germany and Northern Italy. An Energiesprong
retrofit aims to reach a net zero energy standard,
meaning the buildings generates the total amount
Name: HomeGrade of energy required for its heating, hot water and
Country: BE electrical appliances. This is achieved by using new
Description: technologies such as prefabricated facades,
insulated rooftops with solar panels, smart heating,
Homegrade offers financial, technical and and ventilation and cooling installations.
administrative assistance on energy renovation
projects. They are likely to provide support to
ambitious projects due to the stringent building
standards in Brussels (see more details in Section
5.2).

60
5.4 Role in dealing with energy poverty

In the European Union, more than 50 million households live in energy poverty, i.e. they do not have access to
affordable, safe and reliable energy required to power normal appliances, light, and keep warm and cool. Such
a condition deprives people of the essential means to live a good, satisfactory and just life, as it directly
impairs their standards of living and health. In particular, the energy poor is not only more exposed to the risk
of respiratory and cardiac illnesses due to uncomfortable temperatures, but also to the risk of mental health
due to stress associated with the inability to pay energy bills.

Energy poverty is a complex but only recently acknowledged phenomenon, that is why it has gained increasing
attention by scholars from different fields who have advanced new concepts, frameworks and approaches to
capture its drivers and identify ways to tackle it (Bouzarovski and Petrova 2015, Middlemiss and Gillard
2015). So far, four main factors have been identified as main causes of energy poverty: low income,
inefficient dwellings, high-energy prices and inefficient behaviours (Kearns, Whitley et al. 2019). With these
factors in mind, policy makers can design targeted policies aimed to tackle energy poverty. This is particularly
the case for the European Union, wherein tackling energy poverty has become a policy priority since 2016
with the introduction of the ‘Clean Energy for All Europeans’ legislative package. In particular, the package
proposes that Member States have to aim to alleviate energy poverty when implementing their long-term
building renovation strategies and energy efficiency schemes56. To date, Members States have implemented a
number of policy interventions, like those aimed to protect the consumer, provide information and change
behaviour, and support energy efficiency (Pye and al. 2015).

Of central relevance are certainly the latter: by promoting the improvement of the energy efficiency of the
dwellings, these interventions have the potential to accrue benefits to both the most vulnerable (by lowering
energy bills and improving health) and to the wider society (by lowering CO2 emissions). Generally, national
authorities promote energy efficiency through regulation, such as building codes, energy-efficiency obligation
schemes, and energy performance standards, while regional authorities promote energy efficiency by directly
encouraging private households to renovate their dwellings through financial incentives and information
provision. In this context, OSS play a crucial role not only in supporting the effectiveness of energy efficiency
policies by simplifying the complex decision-making process of renovating faced by consumers, but also and
especially in supporting the fight against energy poverty (Interreg Europe 2019).

Recently, the report ‘Maximising the energy efficiency potential of the EU building stock’ 57 presented by
Committee on Industry, Research and Energy of the European Parliament has also explicitly acknowledged the
actions delivered by OSS as enabling the ‘Renovation Wave’ and stimulating the retrofitting of the housing
stocks, with particular benefits for occupants that are at risk of energy poverty.

Notably, the energy poor do not have the financial capacities to invest in energy efficiency. In addition, they
do not have a voice in the decision to renovate, as they generally rent the dwelling in which the live. A one-
stop-shop approach might help bridge this financial and power gap. More particularly, OSS can assist
vulnerable individuals in engaging their landlords to renovate. They can also assist the energy poor in loan or
acquisition from banks or public authorities, provide funding via ESCO through savings on energy bills, or
assist saving decisions in dedicated accounts (Interreg Europe 2019). On a broader perspective, by boosting
their budgeting capacities, OSS have the potential to help the energy poor become actors of change and
protagonists of the green transition (DellaValle and Sareen 2020).

The multiple stressors imposed by energy poverty conditions often lead vulnerable individuals to prioritize
choices, such as the choices of inefficient energy appliances, which provide immediate benefits and worsen
the already suboptimal economic conditions (Shah, Mullainathan et al. 2012). By promoting community trust
(Farah and Hook 2017), a one-stop-approach might help dilute this tendency and promote more farsighted
and efficient choices. As an example, OSS can help shift community-level energy culture and subsequent
uptake of energy efficiency measures by promoting energy events with trusted community members working
as facilitators or by involving individuals in the construction of partnerships with local and trusted actors (e.g.
SMEs, financial institutions, energy agencies) (Scott and al. 2016).

56
https://ec.europa.eu/energy/topics/energy-strategy/clean-energy-all-europeans_en
57
European Parliament, draft report on ‘Maximising the energy efficiency potential of the EU building stock’ (2020/0000(INI)), 2020.
https://www.euractiv.com/wp-content/uploads/sites/2/2020/04/Cuffe_report.pdf

61
Nine OSS were selected from the OSS database. Such OSSs include exemplary cases that are explicitly
targeting social housing or vulnerable individuals, or that are directly claiming to pursue a social ambition. In
the following, an overview of these OSSs explicitly or indirectly supporting the energy poor in Europe is
presented.

62
Name: RetrofitWorks Name: HomeGrade
Country: UK Country: BE
Description: Description:

RetrofitWorks is a ‘not for private profit’ co-operative Homegrade provides free-of-charge support to
that has been established with the aim to reduce CO2 individuals in the journey of reducing the energy
emissions and people’s energy bills, by offering a consumption of their homes and their behaviours. In
‘one-stop-shop’ guaranteed retrofit installation. The particular, in addition to provide advice to individuals
key-members are the Advocates (local stakeholders on how to use energy in a rational way, it provides
and potential consumers) and Practitioners (certified step-by-step technical and administrative advice on
and local retrofit SMEs). By matching communities & renovation projects. It also provides information and
homeowners who want to retrofit their homes, with advice on existing financial aid. HomeGrade has also
local, quality assured SME assessors and installers, participated to the project MAEPE, a collaboration
RetrofitWorks promotes trust within the community. between three partners to explore the relationship
RetrofitWorks has also been the delivery partner between energy efficiency and energy poverty. The
organisation for Enfield Boroughs Scheme. This MAEPE project has enabled HomeGrade to improve
scheme specifically targeted vulnerable (those who the knowledge of the causes of energy poverty and
were at risk of cold‐related illness, have a disability or unveiled mechanisms to tackle it. In particular,
meet the responsibility for children criteria) and innovative practices were examined from the social
energy poor individuals with a grant of up to £4k to (what kind of support is provided by each partner),
improve the energy efficiency of their dwelling. technical (what kind technical innovation improve
£200,000 of energy efficiency works to 59 properties energy efficiency and reduce tenants' bills) and
were completed. financial perspectives (which financial mechanisms
are offered).

Name: Opengela
Country: ES
Description: The EU funded project aims to develop
integrated home renovation one-stop-shops for
vulnerable districts in the Basque countries. The
district offices will be designed to provide Basque
citizens with support and advice on the renovation
Name: PadovaFit Expanded process from a technical point of view, without
Country: IT overlooking the social dimension. In particular, the
Description: approach will explicitly take into account the citizens’
needs, with the aim to foster a cultural identity,
The EU funded project launched in 2019 and ending mutual trust and universal accessibility. The approach
in 2022 aims at creating and piloting a One-Stop- will be piloted in two Basque districts classified by
Shop to promote home renovation services in the city the Basque Government ass “very vulnerable”. The
of Padova. The OSS will support homeowners and project started in 2019 and will end in 2022.
stimulate both the demand and the supply sides to
invest in energy efficiency, financially and technically. Name: Reimarkt
In particular, the project aims at improving the Country: NL
financing conditions for energy renovation Description:
investment plans offered by the One Stop Shop. This
way, , renovation works can be accessible to all Reimarkt is a private company that combines the
inhabitants thanks to the more inclusive financing services of small and local suppliers to promote
scheme. This project builds on the experience home renovations. It established five physical shops
generated in the Padova FIT! EU funded project and one webshop to sell products to homeowners, by
(PadovaFIT!) that was designed to specifically developing solutions that can be applicable to many
address energy poverty and energy refurbishment of different households. As the majority of households
private building stock of the city of Padova. often do not qualify for financing, Reimart offers an
inclusive financing scheme with the OSS acting as a
representative.

63
Name: BetterHomes (BedreBolig) Name: Center for Sustainability. Heerlen
Country: DK Country: NL
Description: Description:

Better Homes (BedreBolig) was a voluntary and market- The city of Heerlen has joined the INNOVATE project to
driven Danish scheme that makes it easier for set up a physical One-Stop-Shop which will serve as
homeowners to renovate their homes thorough a one- “Center for Sustainability” on the model of the
stop-shop approach. The scheme was implemented from WoonWijzerWinkel in Rotterdam. In particular, the center
2014 to 2016. In particular, the scheme provides will provide independent advice, cooperate will local
homeowners with advice and information on energy companies, and evaluate quotations and offers for
efficient home renovations delivered by qualified energy efficiency measures. Harleen’s goal is to reach
advisors and building contractor. The advisors are trained those residents who face economic instability and
by the Danish Energy Agency. Some municipalities energy poverty by making deep energy retrofits feasible
provide grant funding to homeowners to cover up to 50% and affordable through the cooperation with regional
of the cost to develop the Better Homes Plan. As these partners. Reaching these residents is not only a way to
strategies make the providers of electricity and gas have reduce inequalities in the population, but also a way to
a more active role in providing households with the most promote deep energy refurbishments on a large scale,
relevant information to improve their homes, they also given that in Harleen the wide income gap between the
have the potential to affect in a positive way vulnerable rich and the poor combined with low housing prices,
households who can use that information to save energy make deep renovations generally unaffordable and
and, in turn, their bills. In 2016, an external evaluation of unattractive.
the effectiveness of the scheme was carried out, with the
final conclusion that it has not led to an increase in
energy efficiency in Danish households. A point
highlighted in the evaluation report was the perceived
conflict perceived by homeowners when the independent
advisor is also a professional contractor.

Name: Espace-Info-Energie, Toulouse Name: RenoBooster

Country: FR Country: AT
Description: Description:

Toulouse inhabitants can benefit from free advice on The EU project led by the City of Vienna aims at developing
how to save energy and switch to renewable energies at a one-stop-shop to support home owners and
the one-stop-shops Espace Info-Energie (currently there administrators in the planning, execution and financing of
are 22 throughout the city). Espace Info-Energie also house renovations. The key-actors of the project represent
offers conferences on topics ranging from energy the municipal administration, the real estate industry,
transition to financial aid in the home. Notably, since energy consulting and opinion research. The project also
2015, Espace Info Energie has been running a free aims to analyse the current legal framework conditions and
training course on Energy Poverty for social workers subsidies, to propose improvements on the regulatory and
called "Understanding for better action". The aim of the subsidies framework and enable a better access to
training is to provide the tools to understand how to financing for renovations. The project started in May 2019
qualify and quantify energy poverty in France, the basic and will end in October 2022.
notions (energy, thermal comfort and indoor air quality),
how to compute the consumption rations, and how to
identify key energy-saving actions to alleviate energy
poverty.

64
In Europe, there are only a few examples of OSS targeting the issue of energy poverty. Among those who do,
energy poverty is addressed only indirectly. In particular, through the provision of financial advice or
innovative financial mechanisms, OSS have the potential to tackle the financial gap faced by individuals who
cannot access funding, who are mostly the most vulnerable in the society. Second, through the provision of
trusted information on how to save energy as well as through the involvement of local actors, OSSs have the
potential to tackle the trust and information gap faced by vulnerable individuals who might engage in
inefficient energy behaviours.

The exemplary OSS in UK, NL, ES and FR explicitly prioritize the fight against energy poverty and inequalities.
These OSS have or are implementing activities and projects with the specific ambition to tackle and
understand the causes of energy poverty. The actions take the form of an all-inclusive support for renovation
works, as well as special trainings for key-advisors that might help empower vulnerable households on how to
reduce their energy bills.

An avenue for future action by OSSs would be developing trainings for key-advisors to boost explicitly
vulnerable individuals’ budgeting capacities. As an example, key-advisors might empower vulnerable
individuals on how to increase their savings in dedicated accounts applying behavioural insights, such as
commitment devices (DellaValle, 2019).

As for the nature of OSSs, the majority of the current examples stems from European projects or mirrors the
local political commitment to promote energy renovations and increase society’s wellbeing. There are,
however, also bottom-up initiatives, like the cooperative in the UK, which might result from a shared
community need. This heterogeneous European picture also echoes the different ways in which Member
States perceive energy poverty as a separate issue to tackle 58.

58
Towards an inclusive energy transition in the European Union: Confronting energy poverty amidst a global crisis, 2020,
https://op.europa.eu/en/publication-detail/-/publication/4a440cf0-b5f5-11ea-bb7a-01aa75ed71a1/language-en

65
6 Conclusions and recommendations
One-stop shops carry out building renovations with an energy performance focus, helping building owners,
managers and tenants to overcome organisational hurdles, management difficulties and financial challenges.
They do not drastically increase the size of the population that is willing to or plans to implement energy
renovations, instead OSS assist those building owners and tenants who are already considering to renovate.
They help motivated owners and tenants to overcome difficulties that would otherwise prevent them from
action, or make the implementation of the refurbishment slow or costly.
One-stop shops (OSS) provide holistic, integral solutions for (typically) residential building renovation, even
towards nZEB for reasonable costs and good quality. One-stop shops are transparent and easily accessible
facilitation tools from the clients’ perspective; and innovative business models from the suppliers’ perspective.
An OSS overcomes the market fragmentation on both the demand side and the supply side by offering
holistic, whole-value-chain renovation solutions.
In the one-stop shop model, the OSS stands in the middle of an energy renovation stakeholder map
and subcontracts all other contractors, occasionally even the financial actor (Figure 25). The OSS practically
represents and manages the whole (or large part) of the customer chain. The customer receives all
information, all contract, all management from the OSS.

Figure 25. The One-stop shop model

Own graphic based on Brown (2018)

6.1 Summary of the European OSS map and its potential

Based on the information on the 63 OSS identified in the EU in this report, the current level of activity of
the European OSS market is slightly above 100.000 projects per year. The identified conditions, namely
favourable policy environment, availability of financing, experience sharing, transfer of models within
countries and across countries, implies that the OSS market is on the rise.
Of the 63 OSS, 57 were operational in 2020. Around 2/3 of the EU Member States have at least 1 OSS on
their renovation markets (Figure 26). OSS have increased in numbers and activity in the last 5-10
years: 70% of the OSS were launched after 2012, and only about 10% of the OSS identified has stopped
been stopped (see Figure 21).

66
 Figure 26. The location of one-stop shops identified in Europe.

Source: own compilation

Numerous examples of business model transfer within and across countries were shown in Section 4. To
reach the European energy and climate goals, with an annual renovation rate of 3.4%/year, almost 23,000
homes would have to be renovated daily until 2050 (Flanagan and Deacon 2018). This is equivalent to
renovating more than all of the homes in Paris, London and Berlin every year. If the OSS renovation
volume is replicated to ten-fold, then OSS may cover about 10-15% of the desired renovation
rate per year at low costs and with client-friendly methods.
Even though there is a strong business potential for one-stop-shop energy renovation concept, it has been
difficult to start or run such a business, e.g. Dong Energy Cleantech and ENRA concepts have ceased to
operate59. One of the main reasons is the uncertainty about the customer base. There is a lack of awareness
about the possible energy efficiency measures and their benefits. The uncertainty regarding the level of
energy savings, partly due to a varying household energy behaviour and lack of standardised measurements
and verifications protocol may not encourage, both the customers and financiers, to go for energy efficiency
59
http://www.financingbuildingrenovation.eu/wp-content/uploads/2017/09/krushna_study_first_page.pdf

67
investments. High investment cost is an obstacle for energy efficiency renovations. In Nordic countries
mortgage financing seems to be the most cost efficient option to finance such investments for single-family
houses. Banks are willing to lend money to those homeowners whose existing house loan is significantly lower
than the value of the house and the household income is sufficient to cover an increase of the loan. This
suggests that people who have lived in a house for long time and paid back most part of their mortgage have
the financial capacity to invest in energy efficiency renovation. However, people who availed mortgage
financing to buy a house recently may find it difficult to avail additional mortgage financing to invest in
energy efficiency renovation, even though they are much likely to be interested in such renovations. One
option to address this issue is that banks may consider an energy efficient renovation plan prepared by an
entrepreneur and pre-evaluate the post-renovation value of the house in collaboration with real estate
agents. This evaluation could form the basis for the bank to confirm the homeowner and the entrepreneur
that certain amount of investment cost would be covered by mortgage financing.

6.2 Success factors and challenges

The European building market is typically top down and supply driven, with a discrepancy among the offered
products and the end-users needs and affordability.
The OSS are in a position that they can bridge this gap between the users and the construction supply
side, and therefore increase the actual renovation rate by moving potential clients through the
last steps of decision. The OSS services are effective because:

 They are locally embedded, know the local market, the local clients and the local conditions;
 They have an interactive relationship with the clients;
 They can follow-up even on finished projects;
 They can accelerate building refurbishments by informing, motivating, as well as by assisting building
owners to follow through energy efficiency investments, by providing support from the start to the
end;
 They can facilitate interested, but not yet committed energy users/asset owners to actually
implement an energy saving measures or other sustainable projects;
 They can facilitate access to financing and occasionally offer better rates;
 They
 They can even potentially improve the average renovation depth in terms of energy performance
through the holistic approach;
 Sometimes they can reach out to vulnerable populations, such as tenants of social houses, and
contribute to tackle energy poverty.
It is important to note that OSS do not only renovate a home. Their work goes beyond the single
project, for example by having positive effects on the community and the neighbourhood. They
help the current tenants to improve their living conditions and thus stay in the area. These
renovation programs may even renovate whole neighbourhoods. For example, the Haarlemse Huizenaanpak
was developed pursuing earlier initiatives of local residents and contractors. The OSS grew out from
neighbourhood communities, locally active architects and construction businesses, who searched for local
clients, contacted the municipality, and adopted ambitious energy goals at district level, and act as renovation
facilitator for the area. The OSS partners and the clients belong to the local community, and enhance their
own living or working environment.

6.2.1 Success factors

The key benefit of OSS in Europe is their ability to enhance building renovation in the residential sector and
offer holistic solutions. With the help of OSS, the renovations can more easily encapsulate a whole-building
approach, and with proper financial products foster even deep renovations. While all energy efficiency projects
could be good candidates for OSS, they are particularly well suited to overcome the fragmentation barrier
typical of the residential buildings, and especially of single houses. Therefore, OSS are less frequent in the
public sector, or non-building sectors (e.g. lighting, appliances).

68
OSS touch on the main motivators of clients for energy renovation:

 general and thermal comfort (keeping warm, keeping cool, providing a place for recharge, being
convenient);
 saving money on energy costs;
 improving the sale value of the building
 ensuring a healthier environment (including noise particularly);
 protecting the environment by reducing emissions;
 changing the style or giving a new look;
 social pressure.
In addition, OSS have their specific success factors that build on the values of energy efficiency
improvement listed above ( based on Vandewiele, Cuypers et al. (2016) and own data):
 Personal approach: OSS have a direct contact to the clients, as well as to their contractors. They
are all locally embedded. OSS often succeed through “door knocking”. Successful OSS have built on
this integration by approaching and involving local governments, building on programmes from
before where they got to know to the potential clients, they appear at local markets and fairs.
 Unburdening: OSS provide active guidance, making it less complex and time-intensive for all types
of expertise: financial, technical, organizational.
 Independent decisions: Homeowners can make an independent decision and are not forced into a
solution, because the OSS supports them with a holistic picture instead of pushing a specific product
or solution.
 Independent advice: People can rely on the advice, as most OSS do not cover interests of certain
companies or solutions, it builds trust and confidence with the homeowners.
 Free experts: Many OSS provide advice for free, and clients can better decide afterwards whether to
go along the recommendations or postpone the decision, or to go for alternatives.
 Targeted recruitment of clients: There is a certain type of potential client that OSS have a larger
success rate with, because they can facilitate the decisions of already motivated and partially
prepared population.
 Timing: building owners and tenants are more likely to renovate, when the homes are empty, i.e. at
the time of transaction (rent or sale).
 Collaborators: Working with other actors, for example with estate agents who have direct approach
to the clients in the most receptive life-stage can help reach to the most receptive group of clients.
 Peer pressure: OSS better succeed when they have a link to community leaders or peers, who then
represent or explain the refurbishment idea and solutions to the larger community.
 Ambassadors: Involvement of ambassadors that homeowners trust, e.g. a cooperation with a rural
area organization.
 Incentives: Providing financial and non-financial incentives, like new information (e.g. a thermo-
photo), a smart meter, a tailored feasibility plan, discount on products and service improves the
interest and longer involvement of the potential client.
 Energy savings guarantee: Although the main motivation has been found to be other than cost
savings through energy performance improvement, the economics still remain a crucial part of the
renovation works. If energy cost savings can significantly decrease the total costs, and energy
savings can be guaranteed (e.g. by EPC), clients will trust the scheme more.
 There are OSS, which offer insurance as part of their value proposal or as their main product.
Building sites are inherently dangerous places. The owner of the project (and typically of the home)
has liability to others, including the workers, themselves, family, visitors, tenants or employees. Some
of this liability can be contracted out through companies such as Renovation Underwriting.
 Government: Involving the local or regional governmental in the program can reduce the costs of
the OSS, because the government may promote energy renovation in general, or even the OSS
solution itself, while it increases trust by the clients.

69
6.2.2 Barriers overcome
In fact, energy efficiency per se is not the main driver, but an additional benefit (Abreu, Oliveira et al. 2017).
On the other hand, citizens are primarily held back by (a) money, (b) the (expected) hassle, and (c) a
lack of (procedural) awareness. These factors are much varied across countries (Ipsos 2018). OSS have
the skills and resources to overcome some of the key barriers to energy renovation (compare to Table 7.)

Table 19. Barriers to energy renovation of homes and the solution provided by OSS.
Barrier Description of the barrier OSS solution

Upfront
costs High investment costs  Most OSS assist in accessing financial alternatives;
Delayed benefits
 Transaction costs are reduced (see above in the
tables), grants and other financing solutions are
leveraged;
 EnPC solution in certain OSS systems;
 Non-financial benefits are emphasized and
combined with energy performance improvement.
Need for
loan Creditability  Technical assessment to support the bank decision,
guarantee provision;
Economic

Loan aversion
 Information/awareness raising among banks,
including partnership;
 Pilots about on-bill loans (e.g. EuroPACE);
 In-house loans (e.g. by Posit’IF).
Split
incentives Landlords might underinvest  Not to be solved by OSS
under the fear of not being able  Yet, by raising general awareness and
to recoup the costs of  By emphasizing and connecting with general
investments in the rent
renovations
 By increasing the value of the building
 OSS can contribute to the solution
Information
asymmetries Unknown quality of work  Some OSS carry out general awareness raising and
/ Lack of trust
information dissemination
contractor  They often appear in public events, fairs, etc.
risk Low contractor credibility  OSS have a major role to play in personalized
advice and assessment
 Responsibility for contractors performance,
customer care;
 Training and supporting contractors;
 Certification;
 Maintaining an interdependent network of market
Information

stakeholders;

Incorrect Incorrect beliefs over future

 Some OSS have online tools for self-analysis of
beliefs benefits of an energy efficiency energy performance, which can visualize the
renovation energy consumption and compare to peers and
Misperception of energy use literature values.
-
Outcome Unknown co-benefits
uncertainty
 Experience based offers and knowledge collected
at the OSS (demonstrating these via exemplary
projects);
 Tailored package and personalized advice;
 Risk transfer to OSS (as ESCOs), guarantees.
Limited Imperfect information-processing
 Appropriate timing, e.g. at the time of home
Decision-

attention capacities (people base their

making

choices on the elements that transfers

capture their attention more)  Building on other triggers than energy efficiency,
and integrating comfort, structural renovation into

70
 the package.
Social Weak social signalling/comparison
invisibility
 Many OSS disseminate their solution via peer-
information;
 Several OSS are cooperatives, or owned by the
local community;
 Some OSS demonstrate finished projects on their
website;
 OSS showcase the value of energy renovation.
Cognitive High transaction cost of searching
burden for information
 Knowledge and skills offered as part of the service;
 Selection and organisation of contractors by OSS;
 Assistance in financing plan and application.
 Simplification: Single contractor (the OSS), which
mediates between all contractors and the client;
 The OSS helps in other , public service help, quick
renovation solutions (industrialized packages)

Loss Anticipated disturbance,

aversion stress, inconvenience, resources, - OSS provides customer care;
efforts to carry out the renovation 
Anticipated loss of options with  OSS provide advisory services and disseminate
irreversible investments information on renovation benefits
 There are innovative approaches explored by some
OSS (e.g. by Reimarkt in the Netherlands or
Huisdokter in Belgium) to collaborate with real
estate agents (see more in chapter 4.6) to mitigate
resources, time and efforts required from the
client
Status quo
bias/ sunk Psychological commitment to  Demonstration projects, past examples by OSS;
cost fallacy status quo and costly  Tailored package and personalized advice;
investments made in the past  Step-by-step renovation possibility (some OSS).
Shallow renovations limit the  There are OSS that follow-up shallow renovations
cost saving and environmental and encourage homeowners to take a next step
impact of the projects and (e.g. using EnerPHit planning – see more in chapter
block further improvements
5.3
because of lack of willingness
to start a new renovation
Source: Own data collection based on (Wilson, Crane et al. 2015) and (Interreg Europe 2019), combined with data from the OSS survey.

6.2.3 Failure factors

The decision process that leads to an actual renovation is vulnerable to drop-outs (Vandewiele, Cuypers et al.
2016). In such moments homeowners lose momentum, and do not finally engage in the renovation
process, and leave the ‘customer journey’ (see the Figure 8). There are some “moments of truth” where
homeowners decide to go further or not. This is also called a “funnel”:
◊ An unexpected or even foreseen life event that occupies their attention: divorce, small kids,
funeral;
◊ Unexpected financial expenses: Energy renovation is usually a heavy investment, and competes
with other investments of the homeowner. Energy renovation is put at the bottom of the homeowner
to-do list especially if there are other heavy financial posts up ahead, e.g. dental work, change of car,
etc.
◊ The size of investment required is larger than expected: After the financial plan is prepared, some
households realize that they would not want to spend the amount of budget as defined.
◊ Realizing the lack of financing: Connected to the above, many homeowners do not have enough
savings to finance the renovation, and need funding from e.g. a bank. An important drop-out moment

71
 occurs when the homeowner concludes he does not get a loan, e.g. after a dialogue with a financial
institute. It is possible that they hoped for easier access to finance when participating in the
renovation program. A similar event is when a subsidy scheme is stopped.
◊ The moment the homeowner is confronted with the building sector: For some homeowners, this
confrontation may lead to unpleasant experiences, which can lead to a drop-out.
◊ The moment the trust in the scheme has decreased too much: Certain events can harm the
confidence in the (potential) contractors. For example the moment of waiting for the next step can be
a moment for drop-out if the process is not smooth enough, if homeowners get contradictory
information (e.g. from scheme experts, from the building sector, from friends and relatives), if the
renovation coaching does not offer the right social and technical skills, etc.
◊ The moment a decision needs to be taken with co-homeowners: while discussing with co-
owners or co-habitants, and especially in the case of multiapartment buildings, which require a
majority decision.
The reviewed OSS have a large set of strategies to reduce the number of drop-out moments, which have been
summarized in sections above, e.g. section 6.2.1. Vandewiele, Cuypers et al. (2016) listed further factors that
can lead to problems also in an OSS project:

- Working with volunteers can prove risky, because they might not always be available if there is a
strict timing;
- An unbalance of the contractors’ architecture, whereas some of them have to put more resources in,
while others win more, resulting in difficulties in keeping the contractors on board;
- Reliable collaborators are essential to keep the overall quality of the service at high level. Trainings
and regular motivation for contractors can help to stay on track.
- Too much focus on awareness raising: OSS are mostly successful with already motivated
homeowners, therefore providing advice and consultation to people that are not motivated yet might
be of little use if the resources invested will not pay back in time.

6.3 Recommendations
Several of the barriers to general home energy renovations (as reviewed in chapter 2.3) can be overcome by
one-stop shops (Table 14). However, OSS are not a silver bullet, and therefore, they help a certain segment of
the market, and should be well-aligned with other market players, and policies.
Potential clients of OSS can be identified taking into account several factors listed in this report:
 Mostly residential building owners, but tenants can also work with OSS because of the direct
benefits;
 OSS will impact not only the specific dwelling, but also the neighbourhood;
 Identifying the right ambassador (especially in case of non-single buildings);
 Finding the clients in the right time, focusing on the stages in their lives when the home is empty,
i.e. at the time of transaction, or at least when other renovation works are done;
 Financing needs to be secured;
 Clients who already have motivation are the most important targets of OSS.

72
 Figure 27. Key criteria of the right timing and scoping of clients.

Source: (Refabert 2019)

6.3.1 Improve complexity and renovation time

Building renovation is a complex and time-consuming investment with significant budget that homeowners
need to carefully reconsider. While OSS reduce the hurdle, the risk, and the time needed to invest in the
project, further simplifications and security can be increased. For example by:
 Combining energy refurbishment with other refurbishment aims: Partnership with transaction
companies for the right timing;
 Prefer single, large and holistic interventions over step-by-step approach, but do not decline the
latter, because homeowners may be more willing to set aside budget and time in a regular manner
rather than all at once;

 Reducing costs and time via standardization, e.g. using pre-fabricated technical elements
 Or by standardization of the process;
 Packaging of interventions for quick screening and first contact with the clients;
 Nevertheless, go on to tailoring the specific needs;
 Costs of financing can be reduced by a combination of financial instruments, such as grants, tax
relief, bank loans and own financing. Using innovative financing (EPC, PACE, etc.) may involve other
security and contractual elements.

6.3.2 Enabling by policies

One-stop shops basically work as a business concept. Nevertheless, they do interact with policies at EU,
national and local levels, and it is possible to enhance the impact of OSS on energy renovation rate and depth
by reviewing the policies that support or hinder their success. The following structural, legislative, financial,
and information policies were identified to have contributed positively to energy renovations through OSS.

73
 Table 20. Enabling policies to multiply renovation projects through OSS.

Type of policy Policy example Relevant level(s) of

jurisdiction

Structural  Horizon Europe projects that enable business model transfer and
experience sharing;
 Climate and energy targets (EU, national and city levels);
 Renovation pledges;
 Administration and public sector to lead by example in successful
building renovation.

Legislative  Energy efficiency policy framework (EU, national and local levels)
 Energy regulation for individual houses.
 Renovation Wave

Financial  EIB funds, ELENA, PDA, Horizon Europe projects for research and
innovation
 National subsidies, tax reliefs
 EEOs
 Local grants or tax reliefs
 Loans should be linked to the buildings, e.g. collected with utilities
instead of being personal;
 Removing barriers to ESCO/EPC.

Informational  Horizon Europe projects to promote building renovation, especially deep

renovation and information dissemination in general and about
business models;
 Information campaigns and promotion at the national or local levels,
possibly leveraging behavioural insights for a bigger outreach.

Note: = EU level; = national level; = regional level; = local level

Source: own data

6.3.3 Enabling going as deep as possible through policies

The 2018 EPBD revision has highlighted the need for more policies and actions to stimulate cost-effective
deep renovation of buildings, including staged deep renovations.
Although traditionally the OSS model is not compatible with the concept of deep renovations as OSSs are
geared towards shallow, low-hanging fruit investments, a few OSS have been found to promote deeper
renovations. OSS can be further encouraged to move towards deeper renovations by compensating the
financial losses and risks, raising awareness among homeowners to request for such services, and awarding
the environmental and climate benefits for the society.
National or regional compulsory renovation programmes, mandatory renovations for all public buildings and
other renovation rate linked obligations and pledges would provide a basis for more commitment. Local and
regional authorities could provide dedicated funds to building renovation initiatives, whereas the financing
should only be given to renovation measures that are economically not attractive. This could be accompanied
with mandatory promotion of deep renovation standards in public subsidies (including energy efficiency
obligation and white certificate schemes), increase of CO2 taxes and introduction of housing tax penalties in
case of excessive energy consumption. Technical assistance for OSS linked with national grants for
refurbishment could also help create a better synergy, while transparency in energy consumption data can
raise more awareness. Finally international sharing of experience would contribute to spreading best
practices.

74
6.3.4 Enabling energy poverty alleviation goals through OSS

A few examples of OSSs were identified in this research that contributed to the social goals of alleviating
energy poverty through improved housing. In particular, through the provision of financial advice or innovative
financial mechanisms, OSSs have the potential to tackle the financial gap faced by individuals who cannot
access funding, who are mostly the most vulnerable in the society. Second, through the provision of trusted
information on how to save energy as well as through the involvement of local actors, OSSs have the
potential to tackle the trust and information gap faced by vulnerable individuals who might engage in
inefficient energy behaviours. Finally, some OSS have special programs for social housing establishments.

75
References
Abreu, M., R. Oliveira and J. Lopes (2017). "Attitudes and Practices of Homeowners in the Decision-making
Process for Building Energy Renovation." Procedia Engineering 172: 52-59.
Allcott, H. and T. Rogers (2014). "The Short-Run & Long-Run Effects of Behavioral Interventions: Experimental
Evidence from Energy Conservation." American Economic Review.
Artola, I., K. Rademaekers, R. Williams and J. Yearwood (2016). Boosting building renovation"What potential
and value for Europe?: 66.
Bastian, Z. (2016). Step by step retrofits with passive house components. Darmstadt, Germany, Passive House
Institute.
Bertoldi, P., M. Economidou, V. Palermo, B. Boza-Kiss and V. Todeschi (2020). "How to finance energy
renovation of residential buildings: Review of current and emerging financing instruments in the EU." WIREs
Energy and Environment n/a(n/a): e384.
Bolig Enøk (2012). Success Families.
Bouzarovski, S. and S. Petrova (2015). "A global perspective on domestic energy deprivation: Overcoming the
energy poverty–fuel poverty binary." Energy Research & Social Science 10: 31-40.
Boza-Kiss, B. and P. Bertoldi (2018). One-stop shops for energy renovations of buildings: Case studies. One-
stop shops in the EU. P. Bertoldi. Ispra, Italy, European Commission. 1: 64.
Boza-Kiss, B., S. Moles-Grueso and D. Urge-Vorsatz (2013). "Evaluating policy instruments to foster energy
efficiency for the sustainable transformation of buildings." Current Opinion in Environmental Sustainability
5(2): 163-176.
Brady, T., A. Davies and D. Gann (2004). "Creating value by delivering integrated solutions." International
Journal of Project Management 23(5): 360-365.
Bravo, G., G. Pardalis, K. Mahapatra and B. Mainali (2019). "Physical vs. Aesthetic Renovations: Learning from
Swedish House Owners." Buildings 9(12).
Brown, D. (2018). "Business models for residential retrofit in the UK: a critical assessment of five key
archetypes." Energy Efficiency 11: 1497-1517.
Brown, D., S. Sorrell and P. Kivimaa (2019). "Worth the risk? An evaluation of alternative finance mechanisms
for residential retrofit." Energy Policy 128: 418-430.
Buildings Performance Institute Europe (BPIE) (2017). Factsheet: 97% of buildings in the EU need to be
upgraded. Brussels, Belgium, BPIE.
Cirman, A., S. Mandic and J. Zoric (2011). What determines building renovation decisions? The case of
Slovenia. Enhr Conference. Toulouse.
Cluett, R. and J. Amann (2015). Multiple benefits of multifamily energy efficiency for cost-effectiveness
screening.
Colclough, S., O. Kinnane, N. Hewitt and P. Griffiths (2018). "Investigation Of nZEB Social Housing built to the
Passive House Standard." Energy and Buildings 179.
Csoknyai, T., E. Barna, L. Formanek, G. Igaz and Z. Zorkóczy (2013). A gazdaságos felújítás [Cost efficient
renovation]. Budapest, Hungary, Belügyminisztérium [Ministry of Internal Affairs].
Davies, A., P. Tang, T. Brady, M. Hobday, H. Rush and D. Gann (2001). ntegrated Solutions: The new economy
between manufacturing and services. Brighton/London, UK, University of Brighton.
De Groote, M. (2015). Defining nZEB standards for renovations. Final Conference of COHERENO project,
Brussels, Belgium, COHERENO.
De Groote, M. and M. Lefever (2016). Driving transformational change in the construction value chain.
Brussels, Belgium, BPIE.
DellaValle, N. and S. Sareen (2020). "Nudging and boosting for equity? Towards a behavioural economics of
energy justice." Energy Research & Social Science 68: 101589.

76
DellaValle, Nives. "People’s decisions matter: understanding and addressing energy poverty with behavioral
economics." Energy and Buildings 204 (2019): 109515.
Dixon, T. and M. Eames (2013). "Scaling up: the challenges of urban retrofit." Building Research & Information
41(5): 499-503.
EEA (2020) Trends and projections in Europe 2020. from https://www.eea.europa.eu/publications/trends-and-
projections-in-europe-2020
Enerdata (2019). Odyssee Key Indicators. Odyssee-Mure database.
Enerdata (2019). Sectoral Profile - Overview, Drivers of Energy Consumption Variation. Odyssee-Mure
database.
Energy Club (2014). Refurbisment at our doorsteps. Budapest, Hungary, Energy Club.
European Commission (EC) (2015). Communication from the Commission to the European Parliament, the
Council, the European Economic and Social Committee, the Committee of the Regions and the European
Investment Bank – A framework strategy for a resilient energy union with a forward-looking climate change
policy. Brussels, Belgium, European Commission. 25 February 2015.
European Commission (EC) (2016). Comission Staff Working Document Impact Assessment, Accompanying
the document Proposal for a Directive of the European Parliament and of the Council amending Directive
2010/31/EU on the energy performance of buildings.
European Commission (EC). (2019). "Energy performance of buildings directive." Retrieved 16 September
2019, 2019, from https://ec.europa.eu/energy/en/topics/energy-efficiency/energy-performance-of-
buildings/energy-performance-buildings-directive#facts-and-figures.
European Commission (EC) (2019). The European Green Deal. Communication from the Commission to the
European Parliament, the European Council, the Council, the European Economic and Social Committee and
the Committee of the Regions. COM(2019) 640 final. E. Commission. Brussels, Belgium, European
Commission. COM(2019) 640 final.

European Commission (EC) (2020) A Renovation Wave for Europe - greening our buildings, creating jobs,
improving lives. Communication from the Commission to the European Parliament, the European Council, the
Council, the European Economic and Social Committee and the Committee of the Regions. COM (2020) 662
final. E. Commission. Brussels, Belgium, European Commission.European Commission (EC) (n.d.). EU Buildings
Database.
Fabbri, M. (2018). "Clean Energy Package: Why buildings matter." http://bpie.eu/news/buildings-in-the-clean-
energy-package-a-bpie-guide/ 2019.
Farah, M. J. and C. J. Hook (2017). "Trust and the poverty trap." Proceedings of the National Academy of
Sciences 114.21: 5327-5329.
Flanagan, B. and A. Deacon (2018). Renovation Roadmap: Making Europe’s homes fit for the 21st century.
Cambridge, UK, University of Cambridge Institute for Sustainability Leadership (CISL), The Prince of Wales’s
Corporate Leaders Group.
Galvin, R. and M. Sunikka-Blank (2014). "The UK homeowner-retrofitter as an innovator in a socio-technical
system." Energy Policy 74: 655-662.
Gnoth, D. (2013). Moving home and changing behaviour – implications for increasing household energy
efficiency. ECEEE 2013 Summer Study – Rethink, Renew, Restart. Belambra Les Criques, Toulon/Hyères,
France, ECEEE.
Gram-Hanssen, K. (2014). "Existing buildings – Users, renovations and energy policy." Renewable Energy 61:
136-140.
Grasset, H. and E. Scoditti (2019). EE renovation market mechanisms, trends and barriers. SusTainable
bUsiNess models for the deep reNovation of buIldiNGs (STUNNING) project.
Harrison, H., M. Birks, R. Franklin and J. Mills (2017). Case study research: Foundations and methodological
orientations. Forum Qualitative Sozialforschung/Forum: Qualitative Social Research.
International Energy Agency (IEA) (2019). Multiple benefits of energy efficiency. Paris, France.

77
Interreg Europe (2019). Supporting energy renovation of private households through One-Stop-Shops. A Policy
Brief from the Policy Learning Platform on Low-carbon economy.
Ipsos (2018). Uncover the underlying motivations and barriers for energy efficient renovations. Amsterdam,
the Netherlands, European Climate Foundation.
Kearns, A., E. Whitley and A. Curl (2019). "Occupant behaviour as a fourth driver of fuel poverty (aka warmth
& energy deprivation)." Energy policy 129(1143-1155).
Klöckner, A. C. and A. Nayum (2016). "Specific Barriers and Drivers in Different Stages of Decision-Making
about Energy Efficiency Upgrades in Private Homes." Frontiers in Psychology 7: 1362.
Mahapatra, K. (2019). One-stop shop service in Sweden for renovation of detached houses. One-stop shops in
the EU: Role in building renovation. P. Bertoldi. Brussels, Belgium, European Commission, JRC.
Mantzos, L., T. Wiesenthal, N. A. Matei, S. Tchung-Ming, M. Rozsai, P. Russ and A. S. Ramirez (2017). JRC-IDEES:
Integrated Database of the European Energy Sector: Methodological note Sevilla, Spain, European
Commission, Joint Research Centre.
Michelsen, C. C. and R. Madlener (2013). "Motivational factors influencing the homeowners' decisions between
residential heating systems: An empirical analysis for Germany." Energy Policy 57: 221-233.
Middlemiss, L. and R. Gillard (2015). "Fuel poverty from the bottom-up: Characterising household energy
vulnerability through the lived experience of the fuel poor." Energy Research & Social Science 6: 146-154.
Mørck, O. C. (2017). "Energy saving concept development for the MORE-CONNECT pilot energy renovation of
apartment blocks in Denmark." Energy Procedia 140: 240–251.
MORE-CONNECT project. (2019). "One-stop-shop concept: What is a ‘One-Stop Shop’." from https://www.more-
connect.eu/one-stop-shop-concept/.
Mortensen, A., P. Heiselberg and M.-A. Knudstrup (2016). "Identification of key parameters determining Danish
homeowners’ willingness and motivation for energy renovations." International Journal of Sustainable Built
Environment 5.
Mwangi, W. (2019). "European Commission launches Green Deal to reset economic growth for carbon
neutrality." IISD/SDG Knowledge Center https://sdg.iisd.org/news/european-commission-launches-green-deal-
to-reset-economic-growth-for-carbon-neutrality/ 2019.
Palm, J. and K. Reindl (2018). "Understanding barriers to energy-efficiency renovations of multifamily
dwellings." Energy Efficiency 11(1): 53-65.
Pardalis, G., B. Mainali and K. Mahapatra (2019). "One-stop-shop as an innovation, and construction SMEs: A
Swedish perspective." Energy Procedia 158: 2737-2743.
Pato, Z. and et al. (2020). ENEFIRST D2.1. report.
Pihelo, P., T. Kalamees and K. Kuusk (2017). "nZEB renovation with prefabricated modular panels." Energy
Procedia 132: 1006-1011.
Planbureau, S. e. C. (2018). "De sociale steet van Nederland [The social status of the Netherlands]." from
https://digitaal.scp.nl/ssn2018/wonen/.
Pye, S. and e. al. (2015). Energy poverty and vulnerable consumers in the energy sector across the EU:
analysis of policies and measures. INSIGHT_E.
Refabert, F. (2019). Criteria for a financing offer fit to energy-efficient home refurbishments. One-Stop Shops
in the EU: current and future role in building renovation. P. Bertoldi. Brussels, Belgium.
Refabert, F. (2019). Webinar - Financing Home Renovation in Europe. Sustainable Energy Investment Forums.
Risholt, B. and T. Berker (2013). "Success for energy efficient renovation of dwellings—Learning from private
homeowners." Energy Policy 61: 1022-1030.
Rosenow, J., R. Platt and A. Demurtas (2014). "Fiscal impacts of energy efficiency programmes—The example
of solid wall insulation investment in the UK." Energy Policy 74: 610-620.
Rousselot, M. (2018). Energy Efficiency Trends in Buildings. Brussels, Belgium, Odyssee-MURE.

78
Saheb, Y. (2016). Energy Transition of the EU Building - Unleashing the 4th Industrial Revolution in Europe.
Brussels. Brussels, Belgium, OpenEx.
Saheb, Y. and H. Ossenbrink (2015). Securing Energy Efficiency to Secure the Energy Union: How Energy
Efficiency meets the EU Climate and Energy Goals. Ispra, Italy, European Commission, Joint Research Center.
Schäfer, M., M. Jaeger-Erben and S. Bamberg (2012). "Life Events as Windows of Opportunity for Changing
Towards Sustainable Consumption Patterns?" Journal of Consumer Policy 35(1): 65-84.
Schneider, C. Q. and C. Wagemann (2012). Set-theoretic methods for the social sciences: A guide to qualitative
comparative analysis, Cambridge University Press.
Scott, M. G. and e. al. (2016). "Evaluating the impact of energy interventions: home audits vs. community
events." Energy Efficiency 9(6): 1221-1240.
Shah, A. K., S. Mullainathan and E. Shafir (2012). "Some consequences of having too little." Science 338.6107:
682-685.
Sharma, D. and R. Molloy (1999). The truth about customer solutions. New York, NY, USA, Booz Allen &
Hamilton.
Slywotzky, A. J. (1996). Value Migration: How to Think Several Moves Ahead of the Competition. Boston, MA,
USA, Harvard Business Review Press.
Smil, V. (2016). "Examining energy transitions: A dozen insights based on performance." Energy Research &
Social Science 22: 194-197.
Sovacool, B. K. (2016). "How long will it take? Conceptualizing the temporal dynamics of energy transitions."
Energy Research & Social Science 13: 202-215.
Stephenson, J., B. Barton, G. Carrington, D. Gnoth, R. Lawson and P. Thorsnes (2010). "Energy cultures: A
framework for understanding energy behaviours." Energy Policy 38(10): 6120-6129.
Teece, D. J. (2010). "Business Models, Business Strategy and Innovation." Long Range Planning 43(2): 172-
194.
Transition Zero (2018). Report on structural finance product for social housing.
Vandewiele, D., D. Cuypers, M. Kremling and I. Van de Vyver (2016). Deliverable D2.3. Success and fail factors
of organising demand, Refurb project.
Wilson, C., L. Crane and G. Chryssochoidis (2014). Why do homeowners renovate energy efficiently?
Contrasting perspectives and implications for policy. London, UK, Tyndall Center for Climate Change Research.
Wilson, C., L. Crane and G. Chryssochoidis (2015). "Why do homeowners renovate energy efficiently?
Contrasting perspectives and implications for policy." Energy Research and Social Science 7: 12-22.
Zancanella, P., P. Bertoldi and B. Boza-Kiss (2018). Energy efficiency, the value of buildings and the payment
default risk. Ispra, Italy.
ZEBRA2020 project (2016). Energy efficiency trends in buildings.

79
List of abbreviations and definitions
EASME Executive Agency for Small and Medium-sized Enterprises
EC European Commission
EE Energy Efficiency
EnPC Energy Performance Certification
EPC Energy Performance Certificates
EPBD Energy Performance of Building Directive
ESCOs Energy Service Companies
ESI Swiss Economic Sustainability Indicator
EU European Union
GHG greenhouse gas
IEA International Energy Agency
INNOVATE H2020 project, http://www.financingbuildingrenovation.eu/
JRC Joint Research Centre of the European Commission
KPI Key Performance Indicators
kWh kilowatt-hour
m 2
square meter
Mtoe million tonne oil equivalent
nZEB nearly-zero energy building
OSS One-stop shop
RICS Royal Institution of Chartered Surveyors
WEO World Energy Outlook

80
List of figures
Figure 1. Decomposition analysis of final energy consumption in the EU. a) whole economy, b) residential
buildings sector. ........................................................................................................ 8
Figure 2. Energy efficiency trends for key household end-use categories at EU level based on ODEX. ........ 9
Figure 3. Distribution of dwellings along the EPC categories. Data from the EU Building Stock Observatory,
national databases and reports by the Concerted Action EPBD. The sample covers half of EU Member States.
..........................................................................................................................11
Figure 4. Building stock composition forecast in 2050.............................................................12
Figure 5. The size of the residential building sector in the EU. Note: SFH = single family houses, MFH =
Multifamily buildings. .................................................................................................12
Figure 6. Estimated value of the renovation market in selected Member States. ...............................13
Figure 7. Type of renovations in the surveyed countries. Note: all respondents = 6004 ........................19
Figure 8. Overview of the structure of barriers and motivators at different stages of the decision making for
a building renovation. .................................................................................................21
Figure 9. Key elements of the European Green Deal ..............................................................22
Figure 10. It is difficult to manage a renovation project for an average homeowner. The hassle, complexity
and time are discouraging ............................................................................................27
Figure 11. The atomized market model with financial provision .................................................28
Figure 12. The One-stop shop model ...............................................................................29
Figure 13. The intermediary role of OSS, and some of the benefits and advantages it can offer to both sides
..........................................................................................................................30
Figure 14. The full service value chain for homeowners ..........................................................31
Figure 15. The role of certain market actors in the renovation value chain. .....................................34
Figure 16. The schematic representation of ALIenergy’s offerings for local households and communities as
an OSS..................................................................................................................35
Figure 17. Mapping the building process, its actors and the innovation involved ...............................36
Figure 18. The location of one-stop shops identified in Europe. ..................................................38
Figure 19. The distribution of 56 working OSS across European Member States,Norway and the UK. ........39
Figure 20. Status of the 62 identified OSS in 2020................................................................39
Figure 21. Year of launch where known (N=34). ...................................................................40
Figure 22.The three main business models identified in our survey .............................................49
Figure 23. Potential share of OSS activity in total national construction and renovation rate. .................50
Figure 24. Illustration of an EnerPHit Retrofit Plan for an end-of-terrace house showing the heating demand
and generation of renewable energy (right-hand axis) in the existing building and after the four steps. ......58
Figure 25. The One-stop shop model ...............................................................................66
Figure 26. The location of one-stop shops identified in Europe. ..................................................67
Figure 27. Key criteria of the right timing and scoping of clients. ................................................73

81
List of tables
Table 1. Projections of the renovation market value in 2030, based on 2015 status by two models, GEM-E3
and E3ME. EE27 = 27% energy saving target, EE30 = 30% energy saving target, EE40 = 40% energy saving
target ...................................................................................................................14
Table 2. Micro-level benefits occur at the building level: Benefits for tenants/users ............................14
Table 3. Micro-level benefits occur at the building level: Benefits for building owners .........................15
Table 4. Macro-level benefits occur at the societal level: social benefits ........................................15
Table 5. Macro-level benefits occur at the societal level: benefits for the global and local environment .....16
Table 6. Macro-level benefits occur at the societal level: economic benefits ....................................16
Table 7. Barriers explaining the energy efficiency gap in the residential renovation market. ..................17
Table 8. Four of the eight political agreements under the “Clean Energy for All Europeans” package were
successfully adopted in 2018. ........................................................................................23
Table 9. Overview of national and local policies that are used in relation to home renovation in European
Member States. ........................................................................................................25
Table 10. The six key types of OSS identified (extended from Boza-Kiss and Bertoldi (2018)). ...............41
Table 11. Role of the key stakeholder groups in the assessment. While two variations are indicated in the
table, these serve as examples, and there can be several others. .................................................43
Table 12. Role of the key stakeholder groups in the guidance. While two variations are indicated in the table,
these serve as examples, and there can be several others. ........................................................44
Table 13. Role of the key stakeholder groups in the financing. While two variations are indicated in the table,
these serve as examples, and there can be several others. ........................................................44
Table 14. Role of the key stakeholder groups in implementation. While two variations are indicated in the
table, these serve as examples, and there can be several others. .................................................45
Table 15. Role of the key stakeholder groups in quality assurance. While two variations are indicated in the
table, these serve as examples, and there can be several others. .................................................46
Table 16. Role of the key stakeholder groups in monitoring. While two variations are indicated in the table,
these serve as examples, and there can be several others. ........................................................46
Table 17. Role of the key stakeholder groups in horizontal activities. While two variations are indicated in the
table, these serve as examples, and there can be several others. .................................................47
Table 18. Supportive and hindering policies for OSS project implementation at EU, national, regional and local
levels. ...................................................................................................................57
Table 19. Barriers to energy renovation of homes and the solution provided by OSS. ..........................70
Table 20. Enabling policies to multiply renovation projects through OSS. .......................................74

82
Annexes
Annex 1. Methodology
The descriptions and analysis in this report were kick-started based on a JRC study carried out in January
2018 to collect case studies of OSS. The OSS registry was published in the JRC report (Boza-Kiss and Bertoldi
2018).
Further OSS were identified with a snowball sampling exercise (See more on methodology in Chapter Error!
Reference source not found.).
In the first report 23 case studies were presented. During 2019 further case studies were collected and added
to the registry, making up a list of close to 70 examples. Their overview is included in the current report in
Annex II. After the publication of the first report, project owners connected with us via email, phone and as
presenters or participants at the workshop titled “One-Stop Shops in the EU: status current and future
role in building renovation” organised in Brussels in March 2019 by the European Commission Joint
Research Centre. Later in the summer of 2019, more case studies were added using a snow-ball technique for
identifying as many examples as possible. In this snow-ball sampling exercise experts and the already known
OSS were asked to point to other similar businesses. The geographical focus was placed on the EU, and
examples from outside of the EU were included on the basis of European and/or sector specific (residential
buildings) reference to the current study (e.g. the “Energy Savers Programme” in Chicago, the USA due to its
close focus on residential buildings). The data collection was recapped via an email-based survey specifically
focused on questions related to costs and policies in collaboration with the project INNOVATE 60.
Further information was collected from document analysis, and interviews (telephone, email, and personal at
the workshop), as well as from regular conference calls with relevant H2020 projects (for example
INNOVATE). Finally, clarification interviews were conducted with 24 OSS representatives in January 2019,
during the Workshop in March 2019, and following-up the email survey in autumn 2019. The information was
coded, then analysed qualitatively and quantitatively.
For this research the descriptive case study methodology (Harrison, Birks et al. 2017) and Qualitative
Comparative Analysis (QCA) (Schneider and Wagemann 2012) were used. As such, pre-defined descriptive
data have been collected for all of case studies. The information to be collected was based on previous
research projects, such as the Eracobuild61 and Refurb62, and streamlined by the research team.

Annex 2. Case studies registry

60
http://www.financingbuildingrenovation.eu/
61
http://www.one-stop-shop.org/node/21
62
http://www.go-refurb.eu/

83
 The following table summarizes the basic features of each OSS.

Table 21. Overview of the “one-stop shops” demonstrated in the report.

Title Geographical Timing Conceptual basis Central element Role in Financing Social
coverage implementation responsibility

RenoBooster Vienna, Austria Planned Focused on advisory Simplifies the renovation General energy No information. First 5 years
and financing service for the homeowners by efficiency/refurbishment expected to
(Set up within
for home renovation. bundling the various advices, plus technical achieve 5.5.
a H2020
services and information implementation of GWh/a primary
project for 42
in a central contact refurbishment. energy savings
months)
point. and 1000t CO2
savings.

HomeGrade Brussels Capital 2019 - Focused on financial Energy or other cost Provides mainly tailored Starting from a soft Target also
Region, Belgium (operational) advice, advice on savings (EPC type), advices and energy loan, technical social housing.
selection of quotes. focused on private or analysis. Does not work assistance in the form
mixed multiapartment on technical of OSS is added
houses. implementation and
The source of financing
monitoring.
used for the renovation
projects resulting from
the OSS service are
Homeowner's own
funds and credit,
Earmarked budget, EPC
solution.

RenoWatt Started in Liege, 2014 – Pilot started by a non- Service funded by Provides technical Mainly bank loans – It aims at
extended to (operational) profit organization national government. implementation of EPC is applied for the obtaining energy
whole Walloon (GRE-Liège), aim at refurbishment. energy savings savings and CO2
Region, Belgium achieving energy guarantee but not for emission
renovation of public the financing part. reductions.
buildings.
It expects a
consistent

84
Title Geographical Timing Conceptual basis Central element Role in Financing Social
coverage implementation responsibility
mobilization of
direct and
indirect jobs.

CLEAR Belgium, Italy, 2014 - Group procurement to Actively guides None. Main role is in Not central. Promotion of RES
Spain, Portugal (operational) lower costs, combined consumers in through all selection and purchase. and checking
and The with a set of other the stages leading to the quality through
Netherlands elements to increase purchase of Renewable tests.
trust. Energy Systems for self-
generation of electricity
and heat.

Huisdokter Limburg city, 2005 - Focuses on awareness Initiated by a consortium None. Main role is in EPC No
Belgium (operational) raising, full value chain (construction awareness and advice.
(tailored advice in the professionals, local
home but also self- authority, private
calculation available), persons)
identification of the
Aims to help meetings
measures to do, and
between homeowners
doing at home, building
and local stakeholders
plan advice
(banks, construction
companies)

Vlaams Flanders region, 2015 - It provides various Consortium (KAW, Provides help in the It helps mixing the No
Energiebedrijf Belgium (operational) financial and technical municipalities, National stages of advice, available subsidies and
support programs. It Government, Ten Hag planning, organisation, financial support.
has limited types of Makelaars). Project and monitoring. Not
EPC.
measures and based (no packages). clear if it provides
solutions. technical
implementation.

Rhodoshop 6 municipalities September To assist local Central procurement and None. Connecting clients with Follows the
Programme from the 2017 – governments by bundling suitable banks and ESCOs if Green Public
Rhodope Region, centrally procuring on Procurement

85
Title Geographical Timing Conceptual basis Central element Role in Financing Social
coverage implementation responsibility
Development Unit Bulgaria August 2020 behalf of local projects. needed. principles.
authorities to
undertake energy
retrofitting works in
their buildings and
street lighting systems.

EEE Consortium Sofia, Bulgaria 2005 - Based on the found The Fund assists clients The services comprise As of 2014 there were CO2 reductions.
(operational) ‘Energy Efficiency and in developing energy three parts: 17 active ESCOs with
Renewable Sources efficiency and RES which EERSF had
- Lending
Fund’ (EERSF), formerly projects and provides collaboration
known as the their financing or co- - Credit guarantee
agreements, and 4
‘Bulgarian Energy financing or acts as facility
financial institutions
Efficiency Fund’ (BEEF) guarantor towards other
- Technical assistance and has general
financing institutions or
Focus on financing and provision. framework agreements
commercial lenders.
advising. for
joint operation with 5
other financial
institutions.

Aradippou Municipality of Planned Starting from a soft Financial tool to blend None. Main roles are in Financing instruments Promotion of
Municipality One- Aradippou, loan for RES, the municipal grants with assistance, advice, used for paying for the RES.
(Pilot within a
Stop-Shop Larnaca District, municipality wants to loans, for single private organization, and renovation promoted
H2020
Cyprus extend the technical residential homes. follow-up. by the OSS are
project
and informational National grant and
(INNOVATE))
support to citizens. Market-based loans.

Litoměřice Litoměřice city, Planned Municipal spin-off to The municipality or a None. Assistance limited Existing local subsidy No
Czech Republic help single private spin-off will provide to advice, feasibility for boilers and solar
(Pilot within a
residential personalized advice, studies, financing plan, water heaters. Advice
H2020
homeowners to support along the and training of for reaping other
project
decrease building renovation project, craftsmen. sources. Financial

86
Title Geographical Timing Conceptual basis Central element Role in Financing Social
coverage implementation responsibility
(INNOVATE)) related energy monitoring afterwards instruments used are
consumption. for 5 years. An online kit National and EU grants.
will be available for self-
monitoring. Partners will
provide financial advice
and building inspection.

Bauteam Hamburg Hamburg city, n/a n/a n/a n/a n/a n/a
Germany

Energiesprong Germany 2017-2020 To support renovation Ministry of Energy in n/a Renovation costs are Support deep
Germany (operational) and new building Germany (BMWI) largely refinanced from renovation, with
solution of single allocated budget to fund the saved heating and energy efficient
private residential market development. maintenance costs, refurbishments.
homes, with focus on supplemented by
efficiency and funding.
technologies.

Frederikshavn Frederikshavn Planned To help homeowners of Free advice is financed It is foreseen assistance The budget of the It is based on a
OSS Municipality, single private from the Public Service in all stages. Horizon project political and
Denmark residential homes, to Obligations (PSO) Innovate covers the social goal of
participate to dialogue scheme (utilities’ free of costs for promoting deep
meetings and create charge advisory scheme and launching of the decarbonization
engagement and in Denmark). It is a OSS-services. For the or locally to
responsiveness. charge that homeowners renovation projects become 100%
pay through their Homeowner's credit RES dependent in
electricity bills. (mortgage, personal Frederickshawn
loan, etc.) is used. by 2030.

CLEAN Green 4 cities, Ceased Provided to Contractors develop Yes. Assistance in n/a no
Business Growth Denmark, homeowners holistic personalized plan almost all early stages,
planning and following except financing plans
The Authority does not
implementation by and monitoring
provide the full value
contractors (advisors,
chain services, only

87
Title Geographical Timing Conceptual basis Central element Role in Financing Social
coverage implementation responsibility
craftsmen, etc.), which mediates and raises
are trained by the general awareness.
Authorities Clinet has to select from
a list of contractors,
which might or might
not offer an integrated
home energy renovation.
(there is no certification)

BedreBolig (BB) Denmark 2013 - Provides holistic Focused on single It provides assistance in Financing instruments No
(Better Housing) (operational) councelling to private and almost all early stages typically used for
initiative homeowners by condominium. Danish (advice, energy analysis, paying for the
contractors (advisors, Energy Agency provides feasibility study), and renovation that is
craftsmen, etc.), which access, but the on technical promoted by the OSS
prepare a Better contractors act as OSS implementation. are preferential loan,
Housing Plan for the (as full service energy efficiency
homeowners and providers). obligations and white
assists them to go certificates.
through the renovation
process.

BetterHome Denmark 2014 – Based on the products Three standardised Full implementation The customer discusses It focuses also
(operational) of the four founders, packages and local with the mediation by the renovation project on social housing
offers organised contractors that have local contractors, except with his/her usual bank, renovation.
renovation to improve been trained and quality financing provision. and the bank can use
energy performance assured. the BetterHome tool to
and indoor climate, refer to the details. The
using standardised associated banks trust
packages. the BetterHome quality
and financial
characteristics.

CleanTech Denmark n/a, probably Promotion and wider An extension of the Full implementation Possible assistance No
closed marketing of the manufacturing business. with the mediation by with the application for
product of the mother Local contractors are in national renovation

88
Title Geographical Timing Conceptual basis Central element Role in Financing Social
coverage implementation responsibility
company in cooperation touch with the customer local contractors. subsidy and offers
with partners. and install the given financing solutions.
products. Service quality
guarantee based on
training and tools for
contractors.

ProjektLavenergi South Demark, n/a, probably Promotion and wider Builds energy Full implementation Assistance in financing. No
mainly Kolding closed marketing of the performance with the mediation by
product of the mother improvements on any local contractors.
company. The holistic kind of home renovation.
renovation is based on
Provides training and
the concept of external
mentoring to local
air tightening and
craftsmen.
insulation of the house.

Sustain Solutions Denmark 2015 – Holistic solution for It aims to make the The partner, Smith PKA provides the Focus on
(operational) renovations that is renovation process Innovation provides the capital. sustainable
supported from the simpler and achieve experts for the projects (wind-
Funds resources and higher energy efficiency renovations. farms, energy
the investments are improvement levels. renovations),
recovered from the required by
utility cost savings. members.

KredEx Estonia 2009 – The aim is to support The core of KredEx is the None. The core of the service n/a
(operational) the national energy, offers of grants and is financing.
climate and building loan schemes, which are
targets. combined with technical
assistance in
documentation and in
implementation.

OSS-Ex Extremadura Planned 4 EE measures (can be AGENEX (Energy Agency None. It provides It will offer a possible No
Region, Spain considered as of Extremadura) technical advice, deep combination of loans
(to be

89
Title Geographical Timing Conceptual basis Central element Role in Financing Social
coverage implementation responsibility
launched at packages). The involves a set of energy audit, private and financial sources,
the end of intervention has to expertises, which procurement, evaluation such as regional grants
2019 or early include a minimum of comprehend architect or and combination of and national loans
2020, part of two of the four energy engineer, marketing, IT financing alternatives, combined with loans
a H2020 efficiency measures. specialist, economist monitoring, guaranteed from commercial banks
project figures. savings. that are supported by
general and specific
(INNOVATE)) technical assistance
advice provided.
and through the
Extremadura
Guarantee Fund.

Opengela Bilbao and Planned Program to raise citizen The idea is to bring Assistance in all stages, The source of financing The project has
Eibar, and will (March 2020) engagement, and to together public including of the renovation been designed to
go up to all the provide innovative administration with implementation. projects are Public improve
Basque Country, financing for vulnerable private players/invertors. budget, Loan provided conditions in
Spain populations. by GNE financing vulnerable
A Social Guarantee Fund
(Social Guarantee districts.
will be created for
Fund), Market based
vulnerable people who
loans and Tax relief.
face the housing
renovation, and need a
de-risking solution for
the financing.

HolaDomus Started in the Planned To provide Focus on single private Assistance in all stages, Home-based financing At national level,
city of Olot, administrative support: residential homes and but no implementation provided by GNE it move towards
(As a pilot
Catalonia, management of private or mixed per se. Finance. For vulnerable the transposition
within a
Spain. With a available multiapartment houses. groups, GNE Finance of EPBD, and the
H2020
capacity to subsidies/grants, work has put together a application of
project
expand to permits, and any other Social Guarantee Fund. Spanish climate
(INNOVATE))
region of bureaucratic steps It foresees specific law (Ley General
Catalonia. Spain linked to the discounts on local de Cambio
Municipality with the taxes. Climático),
goal of simplifying and aiming to make
speeding up the the Spanish

90
Title Geographical Timing Conceptual basis Central element Role in Financing Social
coverage implementation responsibility
process. economy carbon
neutral by 2050.

ENRA concept Finland Ceased A group of companies Acts as project manager No information. Help obtain approvals No
offering different (but no information from local authorities
(closed in
individual energy whether single-point of and apply for subsidies.
2010)
renovation services or contact).
solutions in a holistic
package.

SEM Ile-de-France Ile-de-France 2013- To help private or The core activities are Assistance in most The source of financing No
Energie (formerly Region, France (operational) mixed multiapartment feasibility studies and stages, including used for the renovation
Energies POSIT’IF) houses homeowners energy analysis, implementation. Single projects resulting from
with administrative and together with technical point of contact. the OSS service are
bureaucratic support to management and homeowner’s own
organise projects to organization of funds and credit, Local
achieve high energy implementation. budget, Public budget.
performance. Instead for the
renovation promoted
by the OSS are
National grant, Market
based loans, Tax credit
and relief, Energy
efficiency obligation
and EPC.

ARTEE (Agence Nouvelle- n/a To assist single private Main activities focus on Not clear if it Various sources for the n/a
Régionale pour les Aquitaine residential homes the early stages of the participates on projects, which includes
Travaux Region, France implementation of the implementation. public and local budget,
and private or mixed
d'Economies projects (advice, and homeowner’s own
multiapartment houses
d'Energie) financing plan, etc.). found and credit. For
homeowners with
the renovations relies
administrative support
on, besides tax credits
for buildings renewals.
and EPC, on
supranational grants,

91
Title Geographical Timing Conceptual basis Central element Role in Financing Social
coverage implementation responsibility
and market-based or
preferential loans.

Picardie Pass Picardie Région 2013- To pilot ambitious Combines various Assistance in all stages, Arranges third-party Not clear
Rénovation (Régie (individual (operational) renovation projects initiatives to improve including financing (EPC),
Régionale du houses) / Hauts- with holistic assistance. conditions. implementation. combined with White
Service Public de De-France Certificates and grants.
l'Efficacite Region
Energétique) (condominiums),
France

Oktave Alsace 2017 – Aims to boost the rate Personalized support on Single-point of contact. Helps to develop n/a
Champagne- (operational) of energy renovations. technical, financial and financing plan, combine
Ardenne administrative aspects grants, tax rebates, and
Lorraine region of the renovation project commercial loans
(France) and are the primary and (arranges zero-interest
only contact point for loans), or third-
the renovation project. parties/ESCOs.

Bordeaux Bordeaux Operational n/a n/a n/a n/a n/a

Métropole Region, France
(n/a start
Energies (BME) date)

AREC Occitanie Occitanie Operational n/a n/a n/a n/a n/a

Region, Spain
(n/a start
date)

Région Centre-Val Val de Loire Operational n/a n/a n/a n/a n/a
de Loire OSS Region, France
(n/a start
date)

Région Normandie Normandie Operational n/a n/a n/a n/a n/a

92
Title Geographical Timing Conceptual basis Central element Role in Financing Social
coverage implementation responsibility
OSS Region, France (n/a start
date)

Brest Métropole Brest Region, Operational n/a n/a n/a n/a n/a
OSS France
(n/a start
date)

Espace-Info Toulouse Operational Provides financial Based on an associative None. Focus is on The financing Has a strong
Energie Metropole, advice and renovation company whose goal is tailored advice. instrument used for focus on fuel
(n/a start
France technical advice for to accelerate energy paying for the poverty.
date)
single, condominiums, transition and renovation promoted
It works towards
and social housing. agroecology through by the OSS is SPIRE. It
GHG emission
unbiased counselling is a national loan
reduction and
and follow-up of scheme run by
water
research, studies, Regional Agency for
consumption.
formation programs and Climate and
other initiatives. Environment (AREC).
Solagro is the center of
the association: an
advisory company
(consultant)
works together with City
of Toulouse, ADEME,
SPIRE financing, etc.

Energiesprong Several 2016 – Service of consultancy It provide also for deep n/a The financing n/a
France locations, (operational) towards sustainability renovation (super energy instrument used for
France in buildings. efficient refurbishments) paying for the
and new built solutions. renovation is the
Caisse des Dépôts, a
French semi-public
financial institution
that plays a major role

93
Title Geographical Timing Conceptual basis Central element Role in Financing Social
coverage implementation responsibility
in financing social
housing, energy
transition & smart city
developments in
France.

RenoHUb Hungary Planned Structure not fully Target buildings are Not clear. It claims to n/a No
known well, but it single and condominium. have a full value chain,
(Pilot in a
should provide online including social,
H2020
advisory and physical behavioral,
project,
shops. communication and
started in
capacity building and
November
ex-post assessment of
2019)
energy savings.

Projekt Doktor Hungary Operational It targets complex and It promotes network Consultancy based, it The service is paid No
integrated renovation with subcontractors. covers most phases of directly by the
(n/a start
of private the chain including homeowners and by
date)
condominiums (but feasibility study, National government.
private single buildings financial plan and
may also be covered). application
(combination with
national and local
subsidies), full technical
implementation with
quality assurance and
monitoring.

Superhomes Tipperary city, 2017 – Support the retrofit of n/a n/a n/a n/a
Ireland (operational) private houses.

Project Piemonte Operational To provide Targets public buildings None, mostly focused The Project No
Development Region, Italy development (office, education, on consulting. In the Development
(n/a start
Assistance for assistance to Local hospital, sports, etc.). tender documents it is Assistance (PDA) is

94
Title Geographical Timing Conceptual basis Central element Role in Financing Social
coverage implementation responsibility
Local Authorities date) Authorities. aimed to also included a paid with project
in Piemonte obtain buildings energy measurement and budget co-funded by
savings. verification plan for EU. It uses EPC for
checking the financing renovation
performance along with projects. For paying the
the management of the renovations, besides
contract. EPC it is used the
national grant.

Center for Region of 2014 – Targets single private Store based, where Assistance in all stages, The financing for the It tackle the
Sustainability Parkstad, (operational) residential homes and personal advice can be including renovation projects is topics of
including the rivate or mixed gathered - no packages. implementation. based on homeowner’s mitigating social
(Started in
City of Heerlen, multiapartment houses funds and credit, erosion and fuel
the scope of a
with the service of together with local and poverty
Netherlands H2020,
consulting ad advice. public budget. The
continues to
renovation per se is
operate with
financed by national
local support)
grant, market-based
loans and EPC.

Reimarkt Netherlands 2014 – Bundles the offers of Builds energy Single-point of contact. The financing for the No
(currently 6 (operational) small, local supplier, performance renovation projects is
locations: thus markets their improvements on any based on homeowner’s
Enschede, Delft, offers and matches kind of home renovation, funds and credit,
Den Bosch, them with the retrofit focusing on private together with local
Groningen, needs. Showers residential buildings and budget. The renovation
Zoetermeer, information only social housing. per se is financed by
Hoogeveen) relevant for the stage market-based loans.
of decision-making
road.

WoonWijzerWinkel Rotterdam and Operational Gives financial plans Warehouse exhibition None. The focus is not n/a No
Rotterdam other cities, and assistance to apply and store, where the on accompanying the
(n/a start
Netherlands to the client. clients can get client along the way,
acquainted with the and the personalisation

95
Title Geographical Timing Conceptual basis Central element Role in Financing Social
coverage implementation responsibility
date) technologies and seems to focus on the
products. Personal kick-start.
advice and further
assistance is available
at the spot.

Haarlemse Haarlem, the 2014 – Tailored renovation Builds energy The client can choose n/a Locally
Huizenaanpak Netherlands (operational) package for residential performance the OSS or other responsible,
homeowners and every improvements on any contractor to implement respect towards
type of home. kind of home renovation. the plan. architecture.

Stroomversnelling Several 2013 – To promote house Independent, market Yes, they manage the New financing is Net Zero Energy
(previously locations, (operational) refurbishments. development whole process organised for the refurbishments.
Energiesprong) Netherlands organisation that helps cooperating with local renovation.
market players contractors.
cooperate and achieve
zero-energy level
renovations.

Slim Wonen in Leeuwarden 2013 – To provide tailored Personalised advice. This is more a n/a No
Leeuwarden region, (operational) provision of mediation (even though
Netherlands information using a the companies are
customer management trained and branded by
system, to carry out the OSS).
renovation of buildings.

Bolig Enøk Østfold, 2011 - Homeowners employ a The project manager is The company seems to Assistance in applying No
Akershus and (operational) “Project Manager”, who the single-point of work as an for relevant grants.
south east of provides technical contact. advisor/facilitator rather
Oslo, Norway analysis, than a holistic service
recommendations and provider.
project management of
the full renovation
process.

96
Title Geographical Timing Conceptual basis Central element Role in Financing Social
coverage implementation responsibility

Vaxjo OSS (no Kronoberg Pilot To provide advice and Targets single private Yes, assistance in all Energy advice is free of n/a
name yet) (region), Vaxjo, assistance for building residential homes. stages, except training cost financed by
Not
Sweden renovation. of craftsmen. Swedish government.
continued. It
The renovation projects
was part of
are financed by
the H2020
homeowner’s funds
project
and credit.
(INNOVATE)

EBRD credit lines Various places, eg MunSEFF The aim is to improve The credit lines are often None. The core of the service n/a
Slovakia, (2010-2015), energy performance of combined with technical is financing.
Bulgaria SlovSEFF the building stocks of assistance, online
(2007-2012), the target countries. technical tools, and
REECL (2006- support for policy
2015) dialogue.

Servicio de Spain 2019 - Not clear. Organisation: Office based, but n/a n/a
Información de (operational) combined with
EMVS - Municipal
Rehabilitación ReformANERR, an online
Housing and Land
Eficiente (SIRE) service.
Company - of Madrid in
collaboration with
ANERR - National
Association of
Rehabilitation and
Reform Companies.

Zerohome Sonderborg city, 2020 n/a n/a n/a n/a n/a

Program Denmark (unclear) -
(operationa)

Mantova OSS Mantova City, Planned n/a n/a n/a n/a n/a
Italy
(pilot within a

97
Title Geographical Timing Conceptual basis Central element Role in Financing Social
coverage implementation responsibility
H2020
project
(INNOVATE))

FinEERGo-Dom Various country pilot To help managing multi-stakeholder n/a n/a n/a
in Eastern H202 energy efficiency platform SHAREX. The
Europe (PL, BG, 0 project investments. main aim of the
SK, LV, RO, NL, starting in platform is to
AT) 2020 standardize the process
of managing energy
efficiency investment
projects by managing
the multiple
stakeholders involved.

Retrofit Works The UK 2013 – Acts as an intermediary Ensures best service, Assistance in all stages, Assistance in grant Special deals
(operational) between SME suppliers transparency and value but no implementation acquisition. with fuel poor.
and customers. for money – quality per se.
assurance. Online audit -
> 3 quotes.

Ecofurb London city, The Planned Give personalized Target on single private Assistance in most The service is paid by No
UK advices, collecting residential homes. stages, including the homeowner’s own
(Started early
informations and implementation. funds, as well the
2020) Based on an online tool.
connecting financing of the
homeowners and a renovation projects.
large network of National grant is only
contractors. available for
renovation linked to
heat pumps.

ALIenergy’s Argyll & Bute Operational To provide advice to Single private residential None. Assistance mainly The service is paid by No
Affordable region, Scotland, households. homes in early stages of advice the Local energy
(n/a start
Warmth Service The UK and feasibility studies. agency, for the
Private or mixed

98
Title Geographical Timing Conceptual basis Central element Role in Financing Social
coverage implementation responsibility
date) multiapartment houses. renovation projects are
used local and public
budget. National grant
and EPC are used for
the renovation per se.

Tighean Innse Gall Western Isles, Operational Locally situated agency Combines large variety Yes, can undertake Assists in financing and Yes, focus on
The UK that assists local of programmes from implementation. can add own resources. vulnerable
(n/a start
citizens and businesses information, advice, citizens.
date)
in all stages of a monitoring, etc.
renovation projects.

Renovation The UK 2020 - Hybrid n/a n/a The service is paid by No

Underwriting personal/commercial the homeowner.
(operational)
insurance contract
specific for renovation.

Energiesprong UK The UK 2018 - n/a n/a n/a n/a n/a

(operational)

99
Annex 3. Email questionnaire

1) What is the name of the OSS that you will give information about?

_________________________________

2) Country/location of activity: where does the OSS work? (if the activity is focused on a city or region,
please name it/them)

_________________________________

3) Which part of the value chain does the OSS provide?

For each line, tick one box.

never sometimes mostly/ I do not know/do

always not want to
answer

general energy efficiency/

refurbishment advice

specific (tailored) advice

preliminary proposal/feasibility study

building inspection/energy analysis

financing plan

technical implementation of
refurbishment

quality monitoring, technical

management

organisation of implementation,
overseeing of works

providing training(s) to craftsmen

financing provision

Monitoring

follow-up, customer care

100
 never sometimes mostly/ I do not know/do
always not want to
answer

guarantee of achieved energy

savings

other (specify below)

3/b) If you said other, what did you mean?

_________________________________

4) What clients does the OSS target?

Tick as many as apply.
☐ Single private residential homes
☐ Private or mixed multiapartment houses
☐ Social housing
☐ Mixed use buildings (residential and non-residential)
☐ Public buildings (office, education, hospital, sports, etc.)
☐ Private tertiary buildings (offices, hotels, retail, malls)
☐ Other, which is _____________________

5) What is the direct price the homeowner/customer pays for the service?
Please, provide an average price (in EUR/project), and explanation (which of the above services are included?
what influences the price?

_________________________________
_________________________________
_________________________________

6) What is the cost of the service (administrative, material, tools used or developed, etc.)?
Please, provide an estimate per project. If it has been changing over the years, please, indicate.

_________________________________
_________________________________

101
_________________________________

7) Who pays for the service?

Tick as many as apply.

☐ Charged to the homeowner directly (up-front or monthly)

☐ On-bill payment by the homeowner/building user
☐ Industry (e.g. material, building component producer or installer)
☐ Municipality, regional government (e.g. fund)
☐ National government (e.g. fund)
☐ Local energy agency
☐ National energy agency
☐ Other, which is _____________________

8) What is the source of financing used for the renovation project(s) resulting from the OSS
service?
Tick as many as apply.

☐ Homeowner's own funds

☐ Financial sector: Homeowner's credit (mortgage, personal loan, etc.)
☐ Local budget (e.g. grant, loan, fund)
☐ Public budget (e.g. EU or national grant or loan, etc.)
☐ Earmarked budget (e.g. social or environmental)
☐ Energy performance contracting (EPC) solution
☐ Industrial stakeholders (e.g. material, building component producers, installers)
☐ Other, which is _____________________

9) What financing instruments are typically used for paying for the renovation that is promoted
by the OSS?
Tick as many as apply.

☐ National grant
☐ EU grant
☐ Other supranational grant (World Bank, EIB, etc.)
☐ Market-based loan

102
☐ Preferential loan
☐ Energy or other cost savings (Energy Performance Contracting type)
☐ Tax credits
☐ Tax relief
☐ Energy Efficiency Obligations, White Certificates
☐ Other, which is _____________________

10) What policies (national, local, EU) concerning technical, financial, organisational, or legal
aspects have helped the set-up and/or operation of the OSS?

_________________________________
_________________________________
_________________________________

11) What policies (national, local, EU) concerning technical, financial, organisational, or legal
aspects have hindered the set-up and/or operation of the OSS?

_________________________________
_________________________________
_________________________________

12) What policies would you find helpful to support the OSS, in particular in reaching deep
renovation and/or wide replication? Please indicate the level of jurisdiction (EU, national, local)?

_________________________________
_________________________________
_________________________________

13) Can we contact you for further information in order to collect more information for EU policy-making
related to OSS?
☐Yes
☐No
☐Other, which is _____________________

103
GETTING IN TOUCH WITH THE EU

In person
All over the European Union there are hundreds of Europe Direct information centres. You can find the address of the centre
nearest you at: https://europa.eu/european-union/contact_en
On the phone or by email

Europe Direct is a service that answers your questions about the European Union. You can contact this service:
- by freephone: 00 800 6 7 8 9 10 11 (certain operators may charge for these calls),
- at the following standard number: +32 22999696, or
- by electronic mail via: https://europa.eu/european-union/contact_en
FINDING INFORMATION ABOUT THE EU

Online
Information about the European Union in all the official languages of the EU is available on the Europa website at:
https://europa.eu/european-union/index_en
EU publications
You can download or order free and priced EU publications from EU Bookshop at: https://publications.europa.eu/en/publications.
Multiple copies of free publications may be obtained by contacting Europe Direct or your local information centre (see
https://europa.eu/european-union/contact_en).
 KJ-NA-30-762-EN-N

doi:10.2760/245015

ISBN 978-92-76-40100-1