Improved awareness of supply opportunities throughout the supply chain and increased clarity on how to access these. {ii, iii}
Improved sharing of best practice and lessons learned, both internally, vertically within EA1’s supply chain and horizontally across the industry. {ii, iii}
2.9.3 EA1 has considered the impact of EA1 on the wider industry in detail for six different types of project, as described in Annex 6, where the impact of 18 specific groups of actions are considered. Headlines of impacts on these six types of project are:
1. Other EA Zone windfarms: The EA1 Project has the potential to have a very significant effect on these, due to synergies in geography, technology need and ownership. All of the supply chain development, good practice and learning can benefit future projects as long as continuity of sequential development (and hence staff) can be preserved. For example learning obtained fromfoundation design and installation as well as transmission infrastructure will be highly relevant to future EA zone projects.
2. Other offshore windfarms owned by SPR/Vattenfall:Much of the supply chain development, good practice and learning can benefit the parent company future projects where confidentiality and synergies in project physical parameters allow.
3. Offshore windfarms owned by others: In terms of development of a sustainable, competitive supply chain, impact is probably greater than any other single project planned to be installed in UK waters before the end of 2020, due to its scale and site
characteristics.Many of the benefits of good practice and learning are also applicable and will spread through dissemination via industry collaborations such as RenewableUK and OWPB.
4. Wave and tidal projects owned by SPR/Vattenfall: Both organisations have interests in these sectors, giving further opportunity for knock-on benefit. Some supply chain relationships and learning will benefit andmuch of the purchasing good practice is directly relevant.
5. Wave and tidal projects owned by others: Some benefits remain in specific areas. Benefits will be increased if Government applies some of its offshore wind supply chainmeasures to the sector.
6. The wider lowcarbon generation sector: Benefits beyond themarine renewables sector, in terms of increased confidence, sustainability and best practice. If supply chain plans and a focus on UK content is rolled out further, then the benefits of the EA1 Project will increase, especially in the East of England via the vibrant support sector in the region, for example EEEGR.
2.9.4 Where additional specific impacts are recognised, headlines are described in the sections below relating to each contracting element (2.10 to 2.20).
2.10 Contracting strategy
2.10.1 Key to understanding EA1’s approach to competition (and also innovation and skills development) is to understand its contracting strategy, which is based on the following packages:
Multiple small packages in the project development phase; Turbine Supply, Installation, Commissioning and 5 years operation; Foundation Design; Foundation Fabrication; Foundation Installation; Array Cable Supply; Array Cable Installation; Transmission EPCI; Ports and logistics; and eventually Out-of-warranty operation.
2.11 Project development
2.11.1 Importance of UK for parent organisations offshore businesses – Both SPR and Vattenfall have relocated their UK offshore teams to London to aid the development of the EA zone. Iberdrola, SPR’s parent organisation, has also chosen to establish its worldwide offshore business in the UK. This focus on projects being delivered fromthe UK has created an environment where learning can be shared across European projects and has resulted in over 225 people being employed full time in the UK. Since 2010, the two businesses have also committed to a 10 year lease on their central London offices. This jobs growth and Page 10 of 30
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