This paper investigates the potential of passively lowering the operational energy requirement of performance buildings in the Central European Climate. The energy consumption of this typology is largely caused by mechanical ventilation to cool and ventilate the theatre during shows, necessary for the thermal comfort and ventilation requirements of the audience. Mechanical ventilation in theatres needs to significantly over-provide ventilation air in order to cool, and the exhaust air is not allowed to be mixed with incoming air, making them are inherently inefficient. Passive design strategies can lower the energy requirement of buildings during operation, by efficiently using ambient elements and simple laws of physics. Berlin, which perfectly embodies Central European’s climate, experiences strong seasonal climate variations. In the hotter summer months, there is a low ambient cooling potential. However, the climatic conditions are sufficient for a direct connection between the theatre and the ambient air, which would result in no need for HVAC during operation. There is a high ambient cooling potential in autumn, winter and spring. This potential can be fulfilled by efficiently integrating thermal mass, indirect evaporative cooling in the roof of the theatre, radiative cooling in the ceiling of the theatre, natural ventilation through buoyancy stack effect or wind-driven cross ventilation. These methods are addressed on macro scale and deserve micro scale validation of a site before implementation.

In the field of architecture, there reigns a stigma of long working hours, in university, and practice. This paper sets out the causes of the long work hour culture that relate to the practice of architecture and the consequences and choices it may bring along. Based on existing research findings, seven major causes provoke long work hour culture, among which are primarily associated with the practice of architecture: joy and pleasure derived from work, striving for perfection, love for their job, and the function of hours of colleagues. Long work hour culture, which is working more than 49 hours a week, besides physical damage, reduces the well-being of its participants and thereby their productivity. Even though a long work hour culture sometimes feels imposed, it is ultimately the actor’s choice. Out of interviews deducted from practitioners of two architecture practices, the seven causes are examined, but the proposed hierarchy in terms of relatability, varied between the two firms, showing the variation of applicability in the wide range of different firms. The addition of alternative proposed causes by actors in the field shows the complexity and extent of the long work hour culture in the practice of architecture, and the stringent work ethics it brings along in the 21st century.