2.3.3 Operations andMaintenance (O&M) approach to reduce barriers: For the O&Mphase, EA1 has taken steps to ensure that barriers to competition andmarket entry are removed by ensuring that (i) it has sufficient access to data and Intellectual property in order to be able to take operational control of the Project at any time; (ii) it provides a number of technicians to be fully trained in service andmaintenance activities by the Original EquipmentManufacturers (OEMs), but remain as EA1’s staff; and (iii) have access to key components. This should reduce the dominance of OEMs in the O&Mphase and allow EA1 to open the operation andmaintenance contracts to potential third party suppliers in amore competitive environment. [C2] {iii}
2.4 Sharing Best Practice and Lessons Learned [C3]
2.4.1 Parent expertise – EA1’s parent organisations have considerable expertise in the offshore wind sector (Annex 2A, 2B) and wider electricity sector. This experience is already being shared with EA1, for example:
The contract strategy in relation toWTG supply and installation and in relation to Foundation Design, Supply and Installation asmulti-contracts has been influenced by lessons learned on SPR’sWikinger project which adopted a similar contracting strategy. [C3] {ii}
The approach to the array cable supply and installation packages has been influenced by lessons learned fromSPR’sWoDS andWikinger projects. [C3] {ii}
More generally, helping determine the appropriate risk allocation between EA1 and contractors to reduce costs. [C3] {ii}
2.4.2 Sharing lessons learnedwith supply chain –We are sharing lessons learned fromprevious SPR and Vattenfall offshore projects with EA1’s chosen suppliers, seeking their learning in return, to enable development ofmore vertically and horizontally integrated approach to delivery. For example:
Sharing lessons learned as part of the optimisation work streams that are already underway with shortlistedWTG suppliers (discussed further in 3.3.2).
Reviewing the experience of EA1’s shortlisted grid transmission package suppliers to consider learning fromHVDC projects deployed to date in the German North Sea.
Engaging with EA1’s chosen foundation designer to standardise and simplifying aspects of the design for fabrication and installation using learning fromtheWikinger and Ormonde projects. [C3,I6,S5] {ii, iii}
2.4.3 Once suppliers are chosen, EA1 will expand this process to ensure engagement across packages, exploring interfaces at an early stage, bothwith respect to opportunities for shared benefit as well as with respect to reducing risk. [C3, I6, S5] {ii, iii}
2.4.4 Participation in industry forums – EA1, via its parent companies, has a leading presence on the following forums:
the OWPB; the RenewableUK Board; ORE Catapult Industrial Advisory Group; Strathclyde University’s Technology Innovation Centre (TIC); the EEGR; and OffshoreWind Accelerator (OWA) Steering Committee.
SPR, Vattenfall and EA1 use these forums to raise awareness of opportunities withmembers of the supplier community as well as share best practice and lessons learned. [C3, C4] {ii}
2.4.5 EA1 and its parent companies also actively participate in numerous events and activities designed to promote best practice, such as: [C3] {ii,iii}
OWPB developer days Offshore Transmission Standardisation workstream Leading an industry wide OWPB O&Mworkstream
2.4.6 Finally, to further share best practice, EA1 will enter discussions with other East of England Developers/Operators with a view to forming an “East of England Operator group” which would offer a means for developing an efficient pipeline of local suppliers during project construction and operation. [C3,C1,C4] {ii, iii}}
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