OFFSHORE WIND
OPERATIONS AND MAINTENANCE OPPORTUNITIES IN SCOTLAND
An insight into opportunities for Scottish ports and the O&M supply chain
A summary of a report prepared by GL Garrad Hassan, commissioned by Scottish Enterprise and supported by Aberdeenshire Council and Aberdeen City Council.
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FOREWORD Through on-going engagement with Scottish ports and harbours and the wider energy sector supply chain Scottish Enterprise (SE) is aware of increasing interest and aspiration around the offshore wind opportunity. The commitment from Scottish businesses to diversify their operations and explore the offshore wind market demonstrates the pioneering spirit of many Scottish organisations and this early involvement will go far to support wider efforts targeted at developing a globally competitive offshore renewables industry in Scotland. Opportunities to develop Operations and Maintenance (O&M) facilities in Scotland are numerous given the number of Scottish Territorial Water (STW) sites and the two Round 3 sites located off the Scottish coast. With the first significant offshore wind development in Scottish waters expected to start within the next five years, the time is right for developers to begin the process of engaging with port owners and supply chain companies on potential requirements for O&M facilities. Scotland, and specifically its North East region, has unrivalled experience in oil and gas Front End Engineering Design (FEED), installation, hook up, commissioning and operations and maintenance, creating a very strong competitive ‘know-how’ advantage. SE considers it a logical step to capitalise on this wealth of knowledge and expertise to develop a well-connected, efficient and effective supply chain that can service offshore wind farms and their associated infrastructure. This study, undertaken by Garrad Hassan on behalf of SE, creates a sense of what an O&M hub might look like for offshore wind and the number of offshore sites it might service. It also looks to differentiate between the potential of a large scale service and maintenance facility and the smaller scale day-to-day servicing and logistical bases which are likely to be required for each wind farm.
HIGHLIGHTS The economic opportunity for Scotland in offshore wind O&M is large.… •
There is 10 GW planned capacity from Scottish offshore wind farms by 2026
• Assuming a capacity of around 50-60% of this 10 GW will be in operation by 2026 then GL Garrad Hassan predicts:
o
An annual OpEx turnover value of around £40 million by 2017
o This OpEx turnover rises to around £380 million per annum by 2023, which is nearly a ten-fold increase over six years
o Summing the total OpEx over the whole forecast fleet of Scottish wind farms over the next 15 years, the estimated operational turnover amounts to around £2,800 million
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Between 800 and 900 turbines in Scottish offshore waters by 2026
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The cumulative OpEx turnover from 2012-2026 is forecast between £1.9 billion and £2.5 billion
o Activity in Scotland is likely to be divided in the ratio 1:3 between west coast: east coast projects.
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Contents 1
BACKGROUND
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EXECUTIVE SUMMARY
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INTRODUCTION
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THE CHALLENGE
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THE OPPORTUNITY
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O&M STRATEGIES
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OIL & GAS DIVERSIFICATION
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CONCLUSIONS
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HOW SCOTTISH ENTERPRISE SUPPORTS INNOVATION IN OFFSHORE WIND
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ACKNOWLEDGEMENTS
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Disclaimer © Scottish Enterprise and GL Garrad Hassan Copyright 2013 Published by Scottish Enterprise and GL Garrad Hassan This report is available on the Scottish Enterprise website at: www.scottish-enterprise.com and on GL Garrad Hassan website at: www.gl-garradhassan.com Dissemination Statement This publication (excluding the logo) may be re-used free of charge in any format or medium. It may only be re-used accurately and not in a misleading context. The material must be acknowledged as Scottish Enterprise and GL Garrad Hassan copyright and use of it must give the title of the source publication. Where third party copyright material has been identified, further use of that material requires permission from the copyright holders concerned. Disclaimer The guide is provided for general information purposes only and should not be relied upon. It does not constitute advice, is not exhaustive and does not indicate any specific course of action. Detailed professional advice should be sought before any decision is made as to the matters covered in the guide. In no event will Scottish Enterprise or GL Garrad Hassan, or the employees or agents of either, be liable to you or anyone else for any decision made or action taken in reliance on the information in this guide or for any consequential, special or similar damages, even if advised of the possibility of such damages. The guide endeavours to reflect best industry practice. While we have made every attempt to ensure that the information contained in the guide has been obtained from reliable sources, neither the authors nor Scottish Enterprise or GL Garrad Hassan accept any responsibility for and exclude all liability for damages and loss in connection with the use of the information or expressions of opinion that are contained in this guide, including but not limited to any errors, inaccuracies, omissions and misleading or defamatory statements, whether direct or indirect or consequential. Whilst we believe the contents to be true and accurate as at the date of writing, we can give no assurances or warranty regarding the accuracy, currency or applicability of any of the content in relation to specific situations or particular circumstances. Suggested citation GL Garrad Hassan, 2013 ‘Offshore Wind – Operations & Maintenance opportunities in Scotland – An insight into opportunities for Scottish ports and the O&M supply chain”. Scottish Enterprise and GL Garrad Hassan May 2013.
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1 BACKGROUND This report summarises key points from a study carried out by GL Garrad Hassan (GL GH), commissioned by Scottish Enterprise and part funded by Aberdeenshire and Aberdeen City Councils. The study aims to quantify and segment the likely business opportunities arising from operations and maintenance (O&M) activities of the offshore wind farms planned around Scotland, from 2012 to 20261. There is a particular focus on assessing the O&M strategies which could be centred around the North East Scotland ports of Aberdeen, Peterhead, Fraserburgh and Macduff. The report builds upon findings presented in other Scottish Enterprise offshore wind publications including: ‘Scottish Offshore Renewables Development Sites’ (May 2012) and ‘A Guide to Offshore Wind and Oil & Gas Capability’ (Sep 2011). Additional reference material is also available online in the following SE publications: ‘The wind market 2009-2014’, ‘Offshore wind: key facts’, ‘Offshore wind fact sheet: market scale’, ‘Offshore wind fact sheet: overview of a wind farm project’, and ‘Offshore wind fact sheet: timescale for a supply chain entry’.
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The reference code for the study is: 111873-UKBR-R-01-B.
Turbine Transfers, Cemaes Bay
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2 EXECUTIVE SUMMARY Scotland has ambitious aspirations for offshore wind electricity generation, aiming to commission up to 10 gigawatts (GW) of capacity by 2020. There is potential for four times this capacity by 2030 however this report solely concentrates on existing and currently planned projects. Robust operations and maintenance (O&M) strategies will be required to maximise the generation from these wind farms – and the value of the associated O&M market will be high.
The Challenge Scotland’s offshore wind O&M poses a substantial challenge, most notably in the difficulties of operating in the hostile North Sea and North Atlantic Ocean. Compared with the majority of existing offshore wind farms in southern UK waters, Scottish projects are likely to be further offshore and operating in higher average wind speeds and more challenging sea-states, particularly on the west coast.
The Market Opportunity Based on GL Garrad Hassan’s analysis of a ‘representative’ offshore wind farm, around 25% of the overall cost of energy is apportioned to practical operations and maintenance activities. These activities are the focus of this report. Assuming wind turbines are of around 6 MW in size2, total Operational Expenditure (OpEx) is estimated as around £430,000 per turbine per year. Of this, the main opportunities available to providers of O&M services are estimated to amount to around £290,000 per turbine per year. To date most O&M has been contracted to the wind turbine suppliers to run in parallel key equipment warranties – typically for the first 5 years of operation.
O&M Strategy In seeking to optimise their O&M activity, project owners will choose from a range of O&M logistic strategies, including: • Port-based work boats; • Port-based work boats plus helicopter support; and • Fixed or floating offshore base (e.g. ‘motherships’). GLGH has determined that the choice of strategy will be governed mainly by the project’s distance from port (most significantly), port facilities and the weather and wave conditions and their study focuses on these aspects. However it is feasible that the current location of existing skills, heli-ports, offshore service providers and O&M industry experience, specifically relevant to working in similarly harsh offshore environments, could also have an influence in this decision making process, particularly in relation to efficiency in performing O&M operations and minimising loss of revenue through turbine down-time.
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Other assumptions are set out in detail later in this document.
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Oil and Gas Diversification The execution of these O&M strategies offers potential for diversification of the oil and gas industry in Scotland, particularly in the North East. There is a degree of transferability in O&M skills and services to offshore wind, especially in helicopter and vessel operations, where there is extensive experience in accessing offshore structures in the oil and gas industry. Yet oil and gas models will need to be refined to accommodate the specific needs of offshore wind – such as the dispersed nature of wind turbines and the stronger imperative to ensure personnel and/or materials access in rough sea states.
Conclusion The deployment of approximately 10 GW of offshore wind in Scottish waters will demand substantial O&M investment and activity. The distance of Scottish projects from shore entails that access by only work boats, operating from onshore ports, is unlikely to be an optimum strategy as the windows of opportunity for visiting the turbines will be greatly reduced. Strategies incorporating helicopters in many instances could be more cost-effective in the long-run, and offshore based operations are likely to be essential for far-offshore projects. By leveraging experience from the oil and gas sector, Scottish businesses could play a substantial role in executing these strategies. Successful businesses will demonstrate sensitivity to the differences between the oil and gas and offshore wind industries and adapt their practices accordingly.
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3 INTRODUCTION Scotland’s Resource Scotland has a renewable energy resource which is unparalleled in Europe. The seas surrounding Scotland are estimated to have a quarter of Europe’s potential wind energy capacity and a quarter of its tidal energy capacity. With established engineering expertise, offshore experience and coastal infrastructure, Scotland is well positioned to reap the benefits that offshore wind development offers. Offshore wind has the potential to attract billions of pounds of investment and create tens of thousands of highly skilled and sustainable jobs. Operation and Maintenance (O&M) activities form a significant part of that opportunity. Both the UK and Scottish Governments are committed to increasing offshore wind deployment. The UK’s planned expansion of offshore wind will enable the country to meet binding EU targets to source 15% of all energy from renewables by 2020. The installation of offshore wind in Scotland will make a significant contribution to Scotland’s target to meet the equivalent of 100% of the country’s electricity demand from renewables by 2020.
Modified from the Atlas of UK Marine Renewable Energy Resources. Reproduced from http://www.renewables-atlas.info/ © Crown Copyright.
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Global Leader The UK is already the global leader for offshore wind energy, with more than 2.67 GW of offshore wind capacity installed. This represents more than 60% of Europe’s total 4.3 GW of offshore wind capacity. Over the next decade, the UK is well placed to continue this lead role with up to 18 GW potentially deployed by 2020 and over 40GW possible by 2030. Scotland’s 190 MW of offshore wind capacity is set to increase considerably over the next 10-15 years. Seven offshore wind projects, with a combined generating capacity of approximately 10 GW, are planned for Scottish waters.
Development Zones In the UK, the Crown Estate is the independent landlord for the seabed, and is responsible for awarding offshore wind development sites through a series of licensing rounds. The figure below shows Round 1, Scottish Territorial Waters and Round 3 Zones in Scottish waters.
As the most Capex intensive build process in the offshore industry, the procurement and construction sector includes the construction of pipelines, platforms, subsea equipment, control lines and single point moorings. The Asia-Pacific region has become a key player in the offshore fabrication market with many of the industry’s largest yards being located there (Hyundai Heavy Industries, Samsung Heavy Industries, Daewoo Shipbuilding and Marine Engineering, Keppel Shipyard, Sembcorp Marine etc.). The large Asian yards are well placed to meet demand from local projects as well as international projects in regions such as the North Sea, West Africa and Brazil. Indeed, South Korean yards have supplied many of the newbuild FPSOs to the West African market whilst Keppel and Sembcorp have a long history of converting oil tankers to FPSOs for installation in Brazil.
Scottish Offshore Wind Zones (Based on a figure by The Crown Estate, Crown Copyright 2013. All rights reserved.)
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O&M – Managing Cost and Effi ciency A robust operations and maintenance (O&M) plan will ensure that wind turbines continue to operate effectively throughout their 20 year design lives. Optimal O&M activity minimises the opportunity cost of foregone revenue, by maximising electricity generation, so, getting O&M right is critical to project profitability. The key elements of O&M are mapped out below, indicating the distinction between scheduled and unscheduled activities. Unscheduled maintenance work – usually resulting from turbine faults and trips – is likely to result in downtime, and production cannot recommence until corrective work has been carried out. In contrast, planned O&M activity – such as inspections, lubrication and repainting – is not critical to production and can be carried out when winds are light and access is easier, or during periods of low demand for electricity. Although the wind turbines will require the majority of the work, the Balance of Plant items (subsea cables, offshore substation, foundations) must also be included.
Key Components of O&M Activity
Operations & Maintenance (O&M)
Operations
Maintenance
Monitoring, control, coordination and administration of the wind farm operations
Attention to turbines and Balance of Plant required to keep them running effi ciently
Scheduled Annual maintenance, such as bolt torque checks, greasing etc and inspection of subsea cables and structures
Unscheduled Unplanned activity, typically occurring offshore, ranging from correcting simple trip events to major component failures
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4 THE CHALLENGE The Marine Environment Whilst some O&M activity can take place remotely, much of it necessarily takes place onsite in the marine environment but ease of access to turbines is strongly affected by wind and sea conditions. Compared with most existing offshore wind farms in England and Wales, the planned Scottish projects are further offshore and operate in higher average wind speeds and more challenging sea-states, particularly on the west coast. Wave heights and currents determine whether turbines can be accessed by boat, and visibility affects whether helicopter operations can be undertaken. Meanwhile, wind speed poses a triple challenge to O&M activity: • Increasing the likelihood of faults occurring: In high winds, turbines are somewhat more likely to develop faults because they are operating under more rigorous conditions. • Making access more challenging: with stronger winds, access by boat becomes more diffi cult since wind speeds and wave heights are roughly correlated; this in turn reduces the opportunities for the turbines to be repaired and returned to full operation. • Increasing the opportunity cost of failure: turbines generate most power during windy conditions – so the foregone revenue of lost energy production is highest during high wind speeds3.
Evolving Technology Offshore wind technology continues to develop, as manufacturers learn from past experience and respond to the challenges of working further from shore and at greater water depths. Many of the turbines expected to be deployed in Scottish waters will be newer models of existing 5MW+ capacity units. Meanwhile, innovation continues in other areas, such as access methods and foundation technology. Whilst these technical modifi cations have the potential to drive down cost of energy in the long-term, the limited operational record of these new technologies poses a substantial O&M challenge, as their reliability remains relatively unknown. The result is that O&M strategies need to be continually examined and reconsidered, responsive to ongoing evidence and requirements from the fi eld.
3
The exception to this is during the very highest wind speeds, occurring a few hours per year, when the turbines cease production.
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5 THE OPPORTUNITY Whilst the demands of offshore wind O&M are undoubtedly challenging, the sector provides attractive growth opportunities particularly relevant to those businesses already used to operating in harsh offshore environments that can bring their expertise to bear. Expenditure on O&M will vary from project to project, depending on wind farm design (e.g number and size of turbines) and choice of O&M strategy. Based on GL Garrad Hassan’s analysis of a ‘representative’ offshore wind farm, Capital Expenditure (CapEx) makes up ~70% of the overall cost of energy and the Operational Expenditure (OpEx) is ~30% 4. In the OpEx category, around 5% is accounted for by ongoing expenditures such as grid usage fees, leases, back-office support and other items. The remaining ~25% is apportioned to the operations and maintenance (O&M) activities. These activities are the focus of this report.
Breakdown of cost of energy for representative offshore wind farm
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Assumptions: Turbine capacity of 6MW. Wind farm capacity of ~500MW. Long-term mean significant wave height (Hs) of 1.6m. Distance from O&M port of 55km (30 nautical miles). O&M strategy of work boats with helicopter support.
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O&M Component Breakdown The diagram below presents an estimate of the breakdown of the total Operational Expenditure (OpEx) for the representative offshore wind farm. O&M costs broadly scale with the number of turbines, as this governs the number of offshore transfers required per year and the number of parts used. The total OpEx as seen by the wind farm owner is estimated to be around £430,000 per turbine per year, averaged over a 20 year design life5. However, considering just the practical categories relevant to business opportunities, the average annual spend per turbine on O&M is around £290,000 per year.
Estimated breakdown of total OpEx
Overview of O&M business opportunities Crane barge (25%)
Charter of specialised jack-up vessels for occasional repair or replacement of large components, plus related berthing and consumables
Parts & consumables (15%)
Replacement parts and spares for the turbines plus lubricants, paints, parts for emergency equipment etc
Vessels & logistics (11%)
Charter, berthing, servicing, fuel and other consumables for work boats, helicopters, motherships etc, depending on strategy
Technician workforce Technician employment; provision of accommodation; training and certification; subcontract employment eg oil exchange, blade inspection (8%)
5
Balance of plant maintenance (3%)
Contracting for inspection and maintenance of subsea cables and support structures (landings, ladders, paintwork, davit cranes), and onshore electrical installations.
Onshore base and staff (2%)
Employment for operations: turbine monitoring and power trading, logistics of vessels, crews and stores, Health & Safety. Staff for running the base.
Other Opex (17%)
Eg Post-construction environmental surveys (birds, sea mammals etc)
Based on a 6MW turbine, this estimate takes into account direct expenditures not only on the operation, servicing and repair of the offshore plant but also the related onshore plant (substations etc) and the onshore base as well as a nominal annual insurance premium. Note that this total is at 2012 prices and includes no discounting or inflation
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Annual value of major O&M categories for the STW and R3 projects
Further information is available from Scottish Enterprise covering an analysis of the potential value of these component activities from 2012-2026.
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6 O&M STRATEGIES The O&M strategy will be specifically selected for each project and will generally be a shared decision between the project owner and the turbine supplier. In deciding the optimum strategy, the cost of O&M activities must be weighed against the opportunity cost of foregone generation when turbines are out of action. Various marine access strategies can be deployed in the attempt to strike the right balance: • Port-based work boats; • Work boats with support from helicopter access; and • Fixed or floating offshore base (e.g. mothership). These are not mutually exclusive categories; some wind farm owners may choose a hybrid of the above. They are discussed further below.
1. Port-based work boats To date most offshore projects have utilised onshore bases and have used work boats to transport technicians from port to the site. Here they transfer onto the offshore structures using a simple “step over” approach. This strategy of onshore-based marine access deploys specialised work boats based at a coastal port. This strategy has comparatively low running costs, but brings the substantial drawback of being restricted by the sea state. With the most commonly used catamaran design of work boats, turbine access is only possible at wave heights less than 1.5m (‘Significant wave height’ Hs). Moreover, their relatively slow transit speed of ~20 knots means that the maximum acceptable distance of the offshore wind farm from port is < 75km if transit times are to be kept within ~2 hours.
Image supplied courtesy of Turbine Transfers Ltd
Developments in work boat design and methods of transfer from boat to turbine offer some potential for increasing the limiting wave height and speed of transit.
Image supplied courtesy of Windcat Workboats BV
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2. Helicopter access Marine access can be substantially improved through the addition of helicopters, either as support to work boats or as the primary means of access. Using winching onto a platform at the back of the turbine nacelle, helicopters can provide access when wave heights prevent transfer by boat. In addition, the speed of transit (~135 knots), means that there is more time available for maintenance work for a given weather window than a ‘work boats only’ strategy. However, helicopters remain constrained to operate only in conditions of good visibility. Image supplied courtesy of Bond Air Services
3. Fixed or floating offshore base As projects begin to be based further offshore, work boats may also operate from fixed or floating offshore bases to substantially reduce the time required for transiting to and from site. Such offshorebased approaches require technicians to live for some or all of the year on offshore accommodation near the vicinity of the wind farm, on one of the following: • Fixed base: A platform with accommodation, boat landings and helipad. Work boats and/or helicopters provide access from the base to the turbines. • Hotel Ships: Accommodation vessels which cannot dock direct with the turbines. Turbine access is by “daughter craft” – work boats or quick access vessels. • Floatels and Offshore Support Vessels (OSVs): Accommodation vessels, 50 – 100m long, with dynamic positioning (DP) capabilities and an access system or gangway to enable direct access to turbines. • Motherships: Accommodation vessels, 50 – 100m in length, with one or more deployable “daughter craft”, and specialist access system for direct access to turbines. The mothership would return to port every 2-4 weeks for crew changes. These strategies have higher capital and operating costs than a ‘work boats only’ approach. However, the greater cost is offset against improved access to turbines, which will boost availability and hence reduce lost production.
Mothership concept illustration by SeaEnergy PLC
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Comparison of Strategies Based on GL Garrad Hassan’s in-house computer simulation model O2M (“Optimisation of Operation and Maintenance”), the most significant factor driving choice in O&M Strategy is distance of the project from ports. The port facilities, weather conditions and, to some extent, reliability of the turbine design also influence the strategy. The table below indicates the trade-offs at stake in the choice between various O&M strategies. Although work boats from an onshore base are the cheapest option, their limited operability in extreme weather conditions will likely lead to greater foregone revenue from generation due to technical faults taking longer to fix. By contrast, strategies involving helicopters or offshore-based marine access are more expensive, yet minimise the total opportunity cost of foregone generation. Strategy
Relative cost
Operability in range of weather conditions
Transit speeds
Distance from port to wind farm
Slow: ~20 knots
< 75km
Work boats: Onshorebased marine access, with specialised work boats of some description, based at a coastal port.
Low
Limited: maximum wave height of 1.5 m.
Helicopter access, either as support to work boats or as the primary access.
High
High: Insensitive to wave Quick: ~135 heights, though some knots visibility restrictions
< 75 km
High
High: Assuming helicopters used with fixed base; and direct access system with floating base.
> 75km
Fixed or floating offshore base (offshore accommodation platforms, ‘motherships’ etc).
Criterion is less relevant as close to site.
Port Selection The selection of ports for the onshore O&M base will be made by the wind farm owner, together with the turbine manufacturer who will be responsible for much of the turbine maintenance during the warranty period. As well as selecting the O&M strategy and base according to the best predicted economics, the decision will also take into account the location of the potential workforce. Distance from site is generally the key deciding factor, particularly if an onshore-based approach to access is adopted.
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7 OIL & GAS DIVERSIFICATION Many of the specialised components and skills will initially be sourced overseas, from the home locations of the major equipment manufacturers. Nonetheless there is potential for Scottish players, particularly, to leverage their experience from oil and gas activity to gain market share. Services and skills developed for the oil and gas industry will be transferable to some extent, for example providing general maritime and engineering services, and specialist skills such as diving, remotely operated underwater vehicle (ROV) servicesand cable laying. O&M strategies which draw upon helicopter or mothership support pose the greatest opportunity for oil and gas diversifi cation, as these approaches have been used extensively for accessing offshore structures in the industry. However, there are notable differences between offshore wind and oil and gas: • Dispersion of turbines: Offshore wind turbines are dispersed over a wide area of sea, in contrast to the single fi xed platforms of the oil and gas industry. This leads to different access needs: in the course of a day’s work teams of 2-5 technicians may be required on multiple wind turbines, compared with 20+ technicians stationed on one large oil or gas installation. • Importance of turbine-specifi c knowledge: Turbine technicians – who form much of the O&M work force – need specialist offshore wind skills. In addition, vessels will need to be designed for purpose. • Opportunity cost of lost generation: Unlike the oil and gas industry, offshore wind O&M is focused on maximising electricity production, which provides a strong fi nancial incentive to access turbines in high winds and challenging sea-states. Successful diversifi cation will require that suppliers demonstrate awareness of and adaptation to these differences.
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8 CONCLUSIONS Strategy Choice A wind farm owner’s choice of O&M strategy is determined by the balance of O&M expenditure against the potential loss of revenue when turbines remain out of operation. Understanding the location and site conditions is critical to identifying the optimum approach. Compared with the majority of existing offshore wind farms in southern UK waters, the projects planned for Scottish waters are generally further offshore, operating in higher average wind speeds and more challenging sea-states –particularly on the west coast. In this context, GL Garrad Hassan’s O2M Model indicates that a ‘work boats only’ strategy, operating from onshore ports, is unlikely to be optimum. This is due to the strategy’s sensitivity to harsh weather and sea conditions and the relatively slow speed of transit, which limits the windows of opportunity for visiting turbines. By contrast, helicopters can provide rapid access even in harsh weather. The reductions in downtime that can be gained by using helicopters are often shown to greatly outweigh the cost of running them. Offshore-based operations are likely to be essential for far-shore projects due to the considerable transit times associated with regular access to these sites.
Image supplied courtesy of Bond Air Services
Image supplied courtesy of SeaEnergy PLC
Image supplied courtesy of Windcat Workboats B.V.
Scottish Opportunity Many of the specialised components and skills to execute these strategies will initially be sourced overseas, at the home locations of the major equipment manufacturers. However, in the medium term, there is potential for Scottish businesses to play a role, possibly capturing a large part of the practical O&M expenditure of around £290,000 per turbine per year. Services and skills developed for the oil and gas industry will have some transferability – for example providing general maritime and engineering services, and specialist skills such as diving and ROV services. However, there is a need to demonstrate sensitivity to the differences between the oil and gas and offshore wind industries. Most critically, unlike the single fixed platforms used in oil and gas, offshore wind turbines are dispersed over a wide area of sea. To be successful, contractors will need to adapt their practices to offshore wind’s specific needs.
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9 S COTTISH ENTERPRISE SUPPORT FOR INNOVATION IN OFFSHORE WIND Scottish Enterprise (SE) has a number of R&D and innovation support mechanisms that can assist companies from the early stages of investigating market and technical feasibility; through product, process or service development; to market launch. Please visit our website to find out more: For further information contact our Enquiry & Research Service via:
[email protected] Further background information to this summary report is available from Scottish Enterprise. Please contact Donald McKernie with any queries you may have: Donald McKernie Senior Project Manager Scottish Enterprise 41 Albyn Place Aberdeen AB10 1YN Tel: 01224 252113
10 ACKNOWLEDGEMENTS We are grateful for the assistance given in the preparation of this study – particularly from the ports authorities (Aberdeen, Fraserburgh, Macduff and Peterhead), the turbine manufacturers, offshore wind farm operator and helicopter operators who willingly gave up their time to speak us. We also acknowledge and thank the copyright holders of the images used in this report, which were provided with kind permission from the following: • Atlas of UK Marine Renewable Energy Resources. 2008. ABPmer. Date of access (25 April 2013) http://www.renewables-atlas.info via Marine Scotland. • Bond Air Services • SeaEnergy PLC • Turbine Transfers Ltd • Windcat Workboats B.V. & Ltd. GL Garrad Hassan is the world’s largest renewable energy consultancy. It offers independent technical and engineering services, products, and training courses to the onshore and offshore wind, wave, tidal and solar sectors. For further information, please visit www.gl-garradhassan.com
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If you require this publication in an alternative format and/or language please contact the Scottish Enterprise Helpline on 0845 607 8787 to discuss your needs.
Scottish Enterprise Atrium Court 50 Waterloo Street Glasgow G2 6HQ Helpline: 0845 607 8787 E-mail:
[email protected] www.scottish-enterprise.com
SE/3787/May13
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