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 Significant opportunity for localisation of supply.


2.14.9 All of the above impacts have knock-on impacts at a wider level, including projects beyond the EA1 Project and in sectors beyond offshore wind, as discussed further in Annex 6. {iii}


2.15 Foundation Installation


2.15.1 Leadership installing jackets in scale: The EA1 Project will be one of the largest offshore wind project ever installed using jacket foundations and presents a significant learning opportunity for EA1, the parent companies and the installation contractor. EA1 is taking an open approach to the procurement of an installation contractor and is considering a variety of alternative vessels for this scope of works including the latest heavy lift floating vessels and next generation jack up vessels. [I4] {ii, iii}


2.15.2 Open and competitive tender process: Fifty seven potential suppliers were contacted duringmarket engagement, 29 (51%) of which were new suppliers to the offshore windmarket. The PQQ for this package was sent to 24 suppliers during June 2014. Following EA1’s evaluation of these responses the formal tender process will be launched in Q4 2014 with the preferred supplier appointed in Q4 2015. [C1,C2,C4,C5] {ii}


2.15.3 Optimisation planning: As part of the tender process, EA1 will collaborate with its shortlisted installation suppliers to design themost efficient and effective logistics and execution options for the EA1 Project which utilise the preferred UK ports (see 2.19) [C3,I3] {ii, iii}


2.15.4 Impact:We expect that the experience gained by both the project and supplier installing the EA1 Project foundations will prove highly transferable and valuable for future jacket installation offshore. This is expected to lead to a reduction in installation costs for future offshore projects.[C3,I4, S4] {ii, iii}


2.16 Array Cable Supply


2.16.1 Innovative technology choice: EA1 intends to use latest technology 66 kV AC array cables, with associated 66kV protection and switchgear. [C1,I2] {ii, iii}


2.16.2 Lessons learned: The project has discussed cable-specific lessons learned fromother projects. Key learning fromthis included the interfacemanagement issues between cable supplier and installer, additionally; other consideration has been given to the adequacy of survey data which is provided to the chosen contractor. Later in the process, EA1 will share this learning with short-listed suppliers and seek their learning in return, to enable development ofmore vertically integrated approach to delivery whichmay also include shared use of EA1’s preferred construction port. [C3,I3,I6] {ii}


2.16.3 Wide market engagement: EA1 has contacted nine suppliers as part of itsmarket engagement activities to determine the capability to supply 66kV array cable to EA1. Of this field 3 suppliers (33%) were either less established or new offshore wind suppliers including a supplier fromJapan and one fromChina. The PQQ will be issued to potential suppliers during Q4 2014 with the formal tender commencing in late 2014/early 2015. [C1,C2,C4,C5] {ii, iii}


2.16.4 As part of EA1’s tender process, particular attention is being given to Companies that have alreadymade investments in the UKmarket


2.16.5 Impact: The key package-specific impact at a project level is new investment in UKmanufacturing facilities, dependent also on decisions taken on other projects. This also impacts projects beyond EA1 and in sectors beyond offshore wind, as discussed further in Annex 6. {iii}


2.17 Array cable Installation and Protection


2.17.1 EA1 is currently considering combining the array cable supply package with the array cable installation package. This decision is being influenced by the lessons learned by EA1’s parent companies on other offshore wind projects with specific consideration being given to the advantages of allocating delivery, installation and quality responsibility to a single party. [C3] {ii}


2.17.2 Approach designed tomaximise competition: Despite the advantages outlined above of combining this package, EA1 is deliberately presenting these packages to themarket separately at this time. It is considered that this approach allows a greater number of potential installation suppliers to participate in the tender process than if only EPCI organisations had been engaged with fromthe start (managing both cable supply and installation scopes of work). Such parties often have their own narrower preferences in terms of


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