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Presentation of the project
The modernisation of the boiler house on Deák Street will increase the efficiency and technical reliability of heat production by replacing the container boilers currently supplying district heating with two new boilers with condensing heat recovery and modern gas burners.
In addition, by replacing the section of the district heating pipeline from the Deák boiler house, which is still using conventional pipe-laying technology, the heat supply to the Rohonci housing estate will be provided from a modern district heating system and will be delivered to the consumers through a reliable and efficient pipeline system.
The other target area for improvement is the container boiler house in Táncsics Mihály Street and the boiler house and heat centres of the Dr. László Nagy Unified Institute for Special Pedagogical Methodology (EGYMI), which will be connected to the new district heating consumers.
The upgraded system is now able to supply the new consumer and the existing downtown district heating district by installing a 900 m long district heating backbone wire pair between the boiler house on the premises of the EGYMI and the boiler house on Táncsics Street.
The KEHOP project’s main objective is to reduce the use of fossil fuels and thus greenhouse gas emissions. As a result of all the improvements in this project:
Annual reduction of greenhouse gases | 341,3177 | tons of CO2 equivalent |
Reduction in primary energy consumption achieved by energy efficiency improvements | 6,178.00 | GJ/year |
Another aim of the project is to close down the operation of the container boiler house on Mihály Táncsics Street in the city centre, thus reducing the environmental impact of the city centre.
Activities and resources of ENGIE Hungary Ltd (Final Beneficiary) in the Project:
Activity | Total cost per activity (HUF) | Amount of non-eligible costs per activity (HUF) | Amount of eligible costs per activity (HUF) | Amount of aid per activity (HUF) | Amount of own resources per activity (HUF) |
Construction | HUF 289,968,936 | HUF 6,469,764 | HUF 283,499,172 | HUF 141,749,586 | HUF 148,219,350 |
The cost of providing mandatory publicity | HUF 294,750 | HUF 0 | HUF 294,750 | HUF 147,375 | HUF 147,375 |
Planning | HUF 13,550,000 | HUF 900,000 | HUF 12,650,000 | HUF 6,325,000 | HUF 7,225,000 |
HUF 303,813,686 | HUF 7,369,764 | HUF 296,443,922 | HUF 148,221,961 | HUF 155,591,725 | |
100% | 2,43% | 97,57% | 48,79% | 51,21% |
Activities and financial resources provided by the NFP (Consortium Leader) in the Project:
Activity | Total cost per activity (HUF) | Amount of non-eligible costs per activity (HUF) | Amount of eligible costs per activity (HUF) | Amount of support per activity (HUF) |
Technical inspector | HUF 4,100,000 | HUF 0 | HUF 4,100,000 | HUF 2,050,000 |
General (overhead) costs | HUF 762,000 | HUF 162,000 | HUF 600,000 | HUF 300,000 |
Public procurement | HUF 0 | HUF 0 | HUF 0 | HUF 0 |
Project management | HUF 948,600 | HUF 48,600 | HUF 900,000 | HUF 450,000 |
HUF 5,810,600 | HUF 210,600 | HUF 5,600,000 | HUF 2,800,000 | |
100% | 3,62% | 96,38% | 48,19% |
