Intercontinental partnered with Bright Power to conduct an energy audit to create a comprehensive list of energy efficiency upgrades and opportunities for savings.

Bright Power worked with Fairfield Residential’s other service providers to include their existing scopes into a larger set of upgrades that would meet the incentive program’s savings requirements.

EnergyScoreCards, Bright Power’s data analysis platform, tracked an increase in electricity and gas costs as well as consumption. Bozzuto and WashREIT saw this as an opportunity to learn more about the cause of the upward trend in costs, and figure out how to manage them.

Learn how Bright Power has used a portfolio approach to help MG Properties Group see a greater impact across their properties.

We developed a tailored strategy: targeted select properties for immediate high ROI retrofit opportunities, sourced local incentives, and implemented 8 efficiency measures across 12 properties in Southern California.

The development team desired to incorporate several different high-performance systems and sustainability initiatives across many sites. It represents one of the most significant urban renewal projects in New York City history. Beginning in 2015, completion of the residential portion of the project is set to be completed in 2024.

1500 Locust needed a plan to reduce high operating costs resulting from the use of district steam. After analyzing their utility bills in EnergyScoreCards, Bright Power suggested a cogeneration system may be a great investment.

The energy audit at Pinewood Hall found an opportunity to reduce gas usage by 50% and electricity usage by 10%. Bright Power helped the building go through New Jersey's Weatherization Assistance Program (WAP) to minimize the upfront costs associated with the audit and project implementation.

The scope of the project included substantial upgrades to the heating and ventilation systems, building envelopes, as well as the installation of low-flow water fixtures and low-flush toilets. These upgrades both addressed problems in the building and were aligned with CMC’s priorities.