Foundation design improvement Optimised Installation & logistics execution plan
The selection of each of these areas has been informed by the learning of the EA1 project teamfrompast project experience and these insights have been compared and sharedwith those of the supplier in the course of several collaborative workshops held already on the optimisation topic. The outputs of this work streamto date include a number of new innovative concepts that have been identified whichmay have significant benefit to the EA1 Project and aid future industry cost reduction. [I2,I4,I5,I6] {ii, iii}
3.3.3 To help deliver future LCOE reduction, EA1 will also consider how to incentivise the chosenWTG supplier following award to deliver further LCOE benefits and include this in the final supply contract. [I5] {ii}
3.4 Innovative or newinstallationmethods [I4]
3.4.1 Deepwater mast deployment: Themetmast designed for the EA1 Project includes a number of innovative features including (i) the foundation, which at over 40mwater depth, is one of the deepest watermonopiles installed in the renewables industry to date, and (ii) the conical design employedwhich reducedweight and saved costs. This learningwill also benefit future projects including those in the EA Zone. [I2,I6] {ii, iii}
3.4.2 HVDC substation installation: A significant innovation opportunity is in the installation of the HVDC converter platformwhich could weigh in the region of 10,000 tonnes and has very limited options in terms of installation vessels to performthe installation operation. EA1 intends to explore an innovative self- installing system, where the substation is floating and pulled to site by tug, before jacking it into position. Should EA1 adopt andmanage to deliver this approach successfully, then it could be adopted also on HVAC substations for deployment on future offshore wind projects. [I1,I2,I4,I5] {ii, iii}
3.4.3 State of the art installation vessels deployed: EA1 willmake use of state of the art offshore installation vessels for theWTG, foundation and cable installation packages. The award of an EA1 Project order also has the potential to support new vessel orders to add capacity to themarket. [I1,I4]{ii}
3.5 Wider innovation in offshore wind [I5] 3.5.1 Further details around the leading industry groups SPR are involved in include:
3.5.2 OWA –Managed by the Carbon Trust, the aimof the OWA programme is to reduce the costs of offshore wind by 10%. SPR has representation on the OWA Steering Committee and has representatives within the technical working groups which focus on each of the issues below:
Turbine foundation designs for 30-60mwater depths Access systems to transfer technicians and equipment onto turbines Improving cable installationmethods Electrical and transmission systems, primarily HVDC Improving the layout of large windfarms to reduce wake effects O&Mand conditionmonitoring.
The OWA’s focus is on reducing the cost of the UK’s Round 3 sites, SPR is actively participating in this successful innovation programme in order to deliver cost reduction and bring innovative new technologies and processes to the EA1 Project and the wider industry. [I1,I2,I3,I4,I5,I6] {ii, iii}
3.5.3 The University of Strathclyde’s LowCarbon and Energy Technology Innovation Centre (TIC) – SPR is a foundingmember of the TIC alongside SPEN, SSE and Technip. This industry/academic collaboration takes forward industry-led research projects in the areas of electrical networks, onshore/offshore wind asset maintenance and offshore foundations with a focus on development and innovation. EA1’s efforts are focused on seeking solutions to technical problems to optimise operating conditions, improving accessibility/operability whilst reducing the LCOE of offshore wind. [I1,I2,I4,I6] {ii, iii}
3.5.4 Offshore Renewables Institute (ORI) – recently established by the Universities of Dundee, Aberdeen and Robert Gordon, the ORI is pooling their academic skills and facilities to support the development of offshore renewables in the UK. SPR is playing an important role in helping shape the ORI’s offering to the offshore industry in the UK to ensure it complements existing innovation activity underway. [I5] {iii}
3.6 Sharing of best practice or lessons learned [I6] Page 22 of 30
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72 |
Page 73 |
Page 74 |
Page 75 |
Page 76 |
Page 77 |
Page 78 |
Page 79 |
Page 80 |
Page 81 |
Page 82 |
Page 83 |
Page 84 |
Page 85 |
Page 86 |
Page 87