DEVELOPING DEVELOPERS LIVE WEBINARS - 25 MARCH 2021 - 14:00pm - South African Wind Energy Association
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
DEVELOPING
DEVELOPERS
LIVE WEBINARS
OPERATING PROJECTS:
ASSET MANAGEMENT, OPERATIONS AND MAINTENANCE 25 MARCH 2021 – 14:00pm
WEBINAR SPONSOR SPONSORED BY
WELCOME AND INTRODUCTION
WELCOME
Welcome to the “Operating Projects: Asset Management, Operations and
Maintenance” Live Webinar 2021
SOCIAL MEDIA HASHTAGS
#DDwebinars2020
#buildbackbetter with #renewableenergy
#localforglobal
#sapvia
#sawea
#energytransformation
Niveshen Govender #projectdevelopment
SAPVIA
Chief Operating Officer
OPERATING PROJECTS: ASSET MANAGEMENT, OPERATIONS AND MAINTENANCE
DEVELOPING DEVELOPERS
LOCAL RESOURCES – GLOBAL COMPETENCE
SAPVIA and SAWEA, in partnership with BEPA, IPPO and REEF(SA) present the seventh
webinar as part of the seven-part series of workshops to address key areas that aspiring
developers need to understand.
As the Developing Developers Series draws to a close, our last session will focus on
Operation and Maintenance. In this session we will delve into structuring O&M contracts,
the practicalities of managing operational solar PV and wind assets, looking at the
technical and financial aspects, in order maximize the output and extend the life of
these plants while ensuring profitability. We will also discuss the safety aspects as well as
the environmental considerations in operational assets management.
IN PARTNERSHIP
WITH
WEBIINAR SPONSORED BY
SERIES SPONSORED
BY
OPERATING PROJECTS: ASSET MANAGEMENT, OPERATIONS AND MAINTENANCE
AGENDA
SPEAKERS AGENDA: 14h00 – 16h00
o Introduction and Welcome SAPVIA
o Presentation: Fundamentals of managing RE Assets
HARMATTAN RENEWABLES
o Panel Discussion: Successfully operating and maintaining
RE assets. Looking at the challenges and opportunities.
Lessons learnt to optimise RE plant longevity.
CHANDA NXUMALO LINDANI BUTHELEZI TOM GOSS
Harmattan Renewables Dorper Wind Farm Vestas South Africa ➢ Facilitated by Ntombifuthi Ntuli, SAWEA (CEO)
Director Technical Manager Team Lead Planning South Africa
➢ PANEL:
Lindani Buthelezi, Dorper Wind Farm (Technical
Manager)
Tom Goss, Vestas (Team Lead Planning Africa)
Ramona Mohanlall, RustMo Solar Farm (Head:
Operations & HR)
Compton Saunders, Globeleq (Asset Director)
o Q & A SAPVIA
RAMONA MOHANLALL COMPTON SAUNDERS
Globeleq
o Closing Remarks SAPVIA
RustMo Solar Farm
Head: Operations & HR Asset Director
OPERATING PROJECTS: ASSET MANAGEMENT, OPERATIONS AND MAINTENANCE
HARMATTAN RENEWABLES
Developing
Developers Webinar
O&M
HARMATTAN RENEWABLES | 2021
Local Presence. Global Competence
WE ARE HARMATTAN RENEWABLES
WE ENHANCE PERFORMANCE
WE IMPROVE EFFICIENCY
WE MINIMISE RISK
HARMATTAN RENEWABLES|2021
Local Presence. Global Competence
WHO WE ARE WHAT WE DO
We apply our specialist engineering, design, project
Harmattan Renewables is a leading provider of technical,
management, construction and asset management skills to
commercial and environmental advisory services for projects
develop bespoke solutions. We aim to minimise the risk and
and business in the renewable energy space.
maximise the performance of assets, adding value to both
new-build and existing projects. From wind to solar, storage,
A black women owned company, Harmattan Renewables has a
small hydro, biomass and beyond, our focus is on:
proven track record of delivery, all through an experienced
BBBEE Level 1 company focused on developing local
NEW BUILD (or new to you) RENEWABLE ASSETS
engineers and project managers.
De-risking your project through quality control & risk
management.
We continually strive to seek, develop & deploy the latest &
greatest innovative technology, which ultimately provides real
OPERATIONAL RENEWABLE ASSETS
value to asset owners, managers, EPC's, O&M's and TA's.
Decreasing your operational liability by maximising production,
availability & longevity.
EMERGING RENEWABLES & ENERGY SOLUTIONS
Introducing what is next in the world of renewables &
sustainable energy solutions?
HARMATTAN RENEWABLES|2021
FUNDAMENTALS OF MANAGING RE ASSETS OPERATING PROJECTS: ASSET MANAGEMENT, OPERATIONS AND MAINTENANCE
FUNDAMENTALS OF MANAGING RE ASSETS
What is normally
meant by O&M?
OPERATING PROJECTS: ASSET MANAGEMENT, OPERATIONS AND MAINTENANCE
FUNDAMENTALS OF MANAGING RE ASSETS
Why is O&M important?
• Development phase (typically 1-5 years, significant variations may occur depending on
market maturity)
• Construction phase (up to 18 months, depending on the size of a project)
• Operational phase (typically 20-30 years)
OPERATING PROJECTS: ASSET MANAGEMENT, OPERATIONS AND MAINTENANCEOperation & Maintenance Agreements www.harmattanrenewables.com
FUNDAMENTALS OF MANAGING RE ASSETS
What does a contract do?
It sets out each party's obligations in respect of each other
- Employer to pay the bills
- Contractors to provide the equipment (TSA) and/or services (OM)
It sets out the risk allocation between the parties
- Who pays when events conspire to cost either party more money?
It sets out the remedies of either party if the other party does not fulfil their obligations
OPERATING PROJECTS: ASSET MANAGEMENT, OPERATIONS AND MAINTENANCEFUNDAMENTALS OF MANAGING RE ASSETS
Operations & Maintenance
Operations
OPERATING PROJECTS: ASSET MANAGEMENT, OPERATIONS AND MAINTENANCEFUNDAMENTALS OF MANAGING RE ASSETS Operations & Maintenance Agreement It is more important than the TSA!!! It sets out the duties of either party with regard to the maintenance period Ideally: • The contractor fixes anything that breaks immediately! • And if it does not then it pays for all of the lost production In reality: The contractor is constrained by availability of staff and spare parts O&M agreement key points • Start date • Availability guarantee • Transparency of maintenance, clear reporting • Location of service provider to project • Size of servicing team All inclusive agreement should include • Scheduled/preventive maintenance • Unscheduled/corrective maintenance • Provision of spares, consumables, labour, transport, cranage • Provision of 24-hour monitoring • Provision of re-setting • Provision of fault finding and technical support • Provision of software upgrades • Certification of Safety systems • Disposal of waste The red items are not usually included OPERATING PROJECTS: ASSET MANAGEMENT, OPERATIONS AND MAINTENANCE
FUNDAMENTALS OF MANAGING RE ASSETS
Term
• 5, 10, 12, 15 years...... duration of loan agreements
• Break clauses & break payments
• Termination rights important
• penalties for early termination
• When is commencement
• Take over, first generation
• All turbines or individual turbines
• Risks with long-term contracts
• Which aspects have shorter term eg power curve, noise
warranties?
OPERATING PROJECTS: ASSET MANAGEMENT, OPERATIONS AND MAINTENANCEFUNDAMENTALS OF MANAGING RE ASSETS
Warranties
Wind Solar
• Power Curve – • Performance Ratio (PR)
• Availability
• Liquidated Damages
(capped at 100% of O&M annual fee)
• Availability
• Noise
OPERATING PROJECTS: ASSET MANAGEMENT, OPERATIONS AND MAINTENANCEFUNDAMENTALS OF MANAGING RE ASSETS
Availability
What is "availability" ?
Availability is a measurement of the reliability of a wind turbine (or other power plant).
It refers to the percentage of time that a plant is ready to generate (that is, not out of service for maintenance or repairs) or of the theoretical maximum energy
output ( cut-in and lower than cut-off wind speed).
Downtime rate of wind farms results in loss of energy. If availability is low during times with high wind speeds the energy yield is reduced significantly (due to
power curve characteristics). At high wind speeds repair of components such as blades can be delayed. This can cause long turbine downtime. Wind turbines
can have an availability of more than 98%.
Availability is expressed as a percentage:
Available time of the WTG versus Total production of the WTG
Total calendar time Total possible production
• Important factors in the calculations:
• Be aware of the definition
• Total calendar time minus excluded times? – hours allocated for scheduled maintenance
• Wind turbine level versus park level?
• After ramp-up period, payments start. May have incentives for exceeding availability
• Parts & maintenance
• What is counted as “available”?
OPERATING PROJECTS: ASSET MANAGEMENT, OPERATIONS AND MAINTENANCEFUNDAMENTALS OF MANAGING RE ASSETS
Warranties
exclusion factors are:
•Force majeure.
Energy-based Availability takes into consideration
•Damage to the PV plant (including the cables up to the feed-in point) by the customer or third parties who are not sub-contractors of O&M
Contractor, including but not limited to vandalism. that an hour in a period with high irradiance is more
•Disconnection or reduction of energy generation by the customer or as a result of an order issued to the customer by a court or public valuable than in a period with low irradiance.
authority. Therefore, its calculation uses not time but energy
•Operational disruption by grid disconnections or disruptions in the grid of the grid operator. (and lost energy) for its basis
•Disconnections or power regulation by the grid operator or his control devices.
•Downtimes resulting from failures of the inverter or MV voltage components (for example, transformer, switchgear), if this requires:
o Technical support of the manufacturer and/or
o Logistical support (for example supply of spare parts) by the manufacturer;
• Outages of the communication system due to an external issue that is beyond the O&M Contractor’s responsibility. Any failure time only
begins to run when the O&M Contractor receives the error message. If the data connection to the site was not available, failure time shall
only begin after reestablishment of the link.
• Delays of approval by the customer to conduct necessary works;
• Downtimes for implementation of measures to improve the PV plant, if this is agreed between the parties;
• Downtimes caused by the fact that the customer has commissioned third parties with the implementation of technical work on the PV
plant;
• Downtimes caused by Serial Defects on Plant components.
• Depending on the O&M contract, time spent waiting for some spare parts to arrive can is sometimes excluded from the calculation of
Contractual Availability, however this is not considered a best practice.
OPERATING PROJECTS: ASSET MANAGEMENT, OPERATIONS AND MAINTENANCEFUNDAMENTALS OF MANAGING RE ASSETS
Payment Mechanisms Options - Wind
Some or all of these:
Overall onshore wind O&M costs are the range of 10 – 20 US$/MWh
• Base price per WTG
o generally includes the cost of all consumables and spare parts required
as part of the scheduled and unscheduled maintenance
• Price per kWh
• Base price + price per kWh
• Availability bonus (over term or per year)
• Deferral of availability LDs
• OM price included in the TSA price for warranty period duration
• Obligation to purchase spare parts to warrant a particular availability %.
OPERATING PROJECTS: ASSET MANAGEMENT, OPERATIONS AND MAINTENANCEFUNDAMENTALS OF MANAGING RE ASSETS
Risks that follow through from the Supply Agreement
Technical Aspect
Equipment Design & Defects
Siting Risk
Grid Code
Wind delay for cranage
Transportation risk
Performance Warranties
Availability
Power Curve
Noise
General Warranties
Design
Workmanship & material quality (manufacturing)
Defects
Fitness for purpose
Serial defects
OPERATING PROJECTS: ASSET MANAGEMENT, OPERATIONS AND MAINTENANCEReporting www.harmattanrenewables.com
FUNDAMENTALS OF MANAGING RE ASSETS
KPIs
Performance
• Power curve
To be revisited in the power curve module
• Wind conditions
so that the operator can distinguish between WT under-performance and wind strengths below expected
levels; it allows for comparison of the production of a WF with the available wind resource.
• P50 deviation
During the process of wind resource assessment, the P50 energy yield gives the level of AEP that is
expected to be exceeded with a probability of 50%. Many operators currently look at the deviation of the
actual AEP from the calculated P50, especially when looking into deviations of planned budget. From our
experience, the P50 is subject to important uncertainty.
• Time-based availability
Defined as the accumulated time that the WT is operational divided by the total period of time. This indicator
is specific, since the observed value is clearly defined and is the time that a WT is operational; measurable
and easy to understand, it is relatively easy to distinguish periods of power production from periods of
inactivity; strategies to reduce the downtime result in an increase of this metric.it does not provide
information about WF efficiency or power losses due to unavailability.
• Capacity factor
It is a measure of energy actually generated Vs. the maximum possible output under ideal conditions. It is
affected by the weather.
OPERATING PROJECTS: ASSET MANAGEMENT, OPERATIONS AND MAINTENANCEFUNDAMENTALS OF MANAGING RE ASSETS KPIs Maintenance • Response time Defined as the time between failure occurrence and maintenance intervention, it informs about the efficiency in maintenance planning. Since it is often difficult to detect the failure starting time, it can be redefined as the time between failure detection and intervention. • Total Downtime Mean down time is the expected or average down time after a system fails and stops operation. Consistent definitions are provided by different ISO and IEC guidelines. Down time is defined as the total time between stop and restart of operation of a considered unit while the unit is in a down state. This period of time includes all subcategories as for example waiting time, administrative delays, transportation time, failure detection and finally repair time. In most cases failures and the related down times are assigned to the causative system or component to gain detailed results for further use. • Number of Downtime Events • Duration of Events • Duration of Time between Events • Interventions per wind turbine An intervention is any field work done to maintain operational capacity of a wind turbine. This metric indicates the success of the implemented O&M strategy. Higher wind turbine reliability results in less interventions needed. This metric however does not account for a lot of information, such as the duration of the interventions, and their related costs. There are also issues with comparability between wind farms, but this can be mitigated by normalising the number of interventions by the number of turbines in a farm. • Corrective Maintenance (%) The ratio between corrective interventions and the total of all interventions expressed in hours. Corrective interventions also tend to be costlier than other interventions. This making up for some limitations of the Interventions per wind turbine metric. It however does not differentiate between immediate and non-immediate corrective intervention activities. • Schedule Compliance (%) The ratio between scheduled maintenance tasks completed on time and the total number of tasks. It is important to note that the total number of tasks includes unscheduled tasks. This metric is to assess the efficiency and accuracy of maintenance planning and execution. The more unscheduled tasks there are, the smaller the percentage. It does not completely distinguish between scheduled and unscheduled tasks. OPERATING PROJECTS: ASSET MANAGEMENT, OPERATIONS AND MAINTENANCE
FUNDAMENTALS OF MANAGING RE ASSETS
KPIs
Finance
• Operational Expenditures (OPEX)
The OPEX include the cost of operating the site, planned O&M and unscheduled maintenance. These costs can
be grouped into two different categories: the O&M costs, which represent approximately 60% of the OPEX and
tend to increase as the WF reaches the end of its lifetime ; the other category covers other operating costs like
rent, taxes and insurance. In order to be comparable, this metric should be normalised by WF installed capacity
• Revenue
HSE
• Environmental incidents
• Health & Safety incidents
OPERATING PROJECTS: ASSET MANAGEMENT, OPERATIONS AND MAINTENANCEFUNDAMENTALS OF MANAGING RE ASSETS
KPIs
OPERATING PROJECTS: ASSET MANAGEMENT, OPERATIONS AND MAINTENANCEMaintenance strategies www.harmattanrenewables.com
FUNDAMENTALS OF MANAGING RE ASSETS
Corrective/Reactive maintenance
Majority of activities address individual equipment only to the extent the problem is
impacting efficient operations.
Reactive maintenance focus is on repairing or replacing equipment and restore to its
normal conditions only after its broken or believed faulty
Strongly recommended that Reactive maintenance is only carried out on components
that are inexpensive, easy to replace and where the failure does not cause collateral
damage in the system or where the costs of reactive maintenance are not greater
than the costs of preventative maintenance
OPERATING PROJECTS: ASSET MANAGEMENT, OPERATIONS AND MAINTENANCEFUNDAMENTALS OF MANAGING RE ASSETS
Preventive maintenance
Preventive maintenance is classified as use-based or predictive maintenance and
the former is performed at predetermined instances which is related to the age of
the equipment (regardless of its condition) or at certain expired calendar times.
Use-based maintenance can lead to over or under maintenance as resources are
not optimally used.
Condition based maintenance has the capability to estimate the remaining useful life
of equipment in order to implement the best maintenance strategy before failure
occurs. Doing inspections or monitoring certain variables using sensors like
temperature, voltage, current, noise or vibrations and oil analysis to determine the
condition of the equipment can do it. The process of condition monitoring can be
online or offline and is made up of three primary steps:
• Data acquisition—gathering data that is pertinent to equipment health;
• Data processing—analytical verification, comprehension and refinement of
collected data;
• Decision-making—deciding which maintenance strategy is ideal to ensure long
term plant health at the lowest cost.
Current wind turbine condition monitoring focus on critical equipment like the
gearbox, generator and main bearing, which are high, cost components and cause
long downtimes.
Impact of maintenance strategies on component condition
thermographic inspection aiming to identify defective panels on a PV plant. Indeed,
several categories of anomalies (hot spots, hot strips, moisture ingress, soling, etc.)
OPERATING PROJECTS: ASSET MANAGEMENT, OPERATIONS AND MAINTENANCEFUNDAMENTALS OF MANAGING RE ASSETS
P-F Curve
Maximizing the P-F Interval Using Condition-Based
Maintenance Technologies
The method and frequency of inspection makes a difference in the
length, and therefore the utility of the P-F Interval.
Generally, technologically-based Condition-Based Maintenance
(CBM) methods (on-line inspections) provide the greatest P-F
Intervals, and are less disruptive than alternative time-based,
shutdown inspections.
The most commonly used techniques of condition monitoring are:
1. Lubricant Sampling and Analysis
2. Corrosion Monitoring
3. Motor Current Analysis
4. Acoustic Emissions Detection (e.g., ultrasound)
5. Vibration Measurement and Analysis
6. IR Thermography
7. Process Parameter Trending (e.g., flows, rates, pressures,
temperatures, etc.)
8. Process Control Instrumentation (measurement and trending)
9. Visual Inspection (look, listen and feel).
OPERATING PROJECTS: ASSET MANAGEMENT, OPERATIONS AND MAINTENANCEFUNDAMENTALS OF MANAGING RE ASSETS
Downtime
1. Create an asset registry
Lists and details all the items an organization owns to
generate revenue
A wind turbine typically comprises 8000 parts or more
with the blades, rotor, main bearing, drivetrain and
power module its major components
2. Assess performance levels and failure modes
3. Residual life, lifecycle and replacement costs
Investment decision making – maintain, repair,
refurbish, replace or augment?
Mechanical failures occur most often, gearbox failures cause
the longest downtimes and failure rates above one failure
per turbine annually is still common
OPERATING PROJECTS: ASSET MANAGEMENT, OPERATIONS AND MAINTENANCEFUNDAMENTALS OF MANAGING RE ASSETS
Failures
Component Failure rate Downtime per failure
[h]
Gears 0.045 256.7
Control System 0.050 184.6
Electric System 0.067 106.6
Yaw system 0.026 259.4
Blades and pitch 0.052 12.5
system
Generator 0.021 210.7
Sensors 0.054 49.4
Hydraulics 0.061 43.2
Drive Train 0.004 291.4
Mechanical Brake 0.005 125.4
OPERATING PROJECTS: ASSET MANAGEMENT, OPERATIONS AND MAINTENANCEFUNDAMENTALS OF MANAGING RE ASSETS Downtime - Solar Failure Energy Loss Total Failures OPERATING PROJECTS: ASSET MANAGEMENT, OPERATIONS AND MAINTENANCE
Spare Part management www.harmattanrenewables.com
FUNDAMENTALS OF MANAGING RE ASSETS
Spare Parts – Leave it to the O&M?
Why does management of spares matter?
Ensure you have what you need, when you need it
Source of information
Surely if parts aren’t available, it’s covered by the availability warranty?
What you lose vs what you are reimbursed….
OPERATING PROJECTS: ASSET MANAGEMENT, OPERATIONS AND MAINTENANCEFUNDAMENTALS OF MANAGING RE ASSETS
The True Cost of Failure
Did you know that a blade failure will often cost you more in lost
revenue than for the parts and installation?
If a blade isn’t in stock, it goes like this:
• Lead time for manufacturing ~100 days
• Transportation time (assuming no permit delays) ~20 days
• Installation ~3 days
• Labour cost ~$25k
• Crane hire cost ~$40k
• Failing to notice a $1,000 bearing problem can lead to a $100,000
gearbox replacement, a $50,000 generator rewind and a $75,000
crane hire. Add lost production revenue, and one post-warranty
gearbox failure can cost 10-15% of the price of the turbine
OPERATING PROJECTS: ASSET MANAGEMENT, OPERATIONS AND MAINTENANCEO&M Alternatives www.harmattanrenewables.com
FUNDAMENTALS OF MANAGING RE ASSETS
Service Agreements – Overview of providers
Owners chose an O&M strategy depending on technical and commercial
drivers, typically from 3 types:
OPERATING PROJECTS: ASSET MANAGEMENT, OPERATIONS AND MAINTENANCEFUNDAMENTALS OF MANAGING RE ASSETS
Different OEM Warranties
Parts only Warranty, new parts are shipped to the project, however
installation costs such as labour, cranes or downtime are excluded.
Full Warranty – inclusive of installation costs
Partial Warranty – excluding certain parts or a mix of a Parts warranty &
Full Warranty.
OPERATING PROJECTS: ASSET MANAGEMENT, OPERATIONS AND MAINTENANCE HARMATTAN RENEWABLES|2020End of Warranty inspections www.harmattanrenewables.com
FUNDAMENTALS OF MANAGING RE ASSETS Why? It may be difficult to find a way to justify the cost to perform EOW inspections under a long term O&M agreement. Not understanding or even attempting to get the truth on the assets long term performance not only reduces the revenue made by the plant but may also be reducing the life of the plant. Checking the quality of and performance of the equipment prior to expiry of the warranty can be seen of as equal importance as the Handover after commissioning. Defects liability period or even Defects Notifications period. In all of these the basic premise is the same there is defined period to which the Original Equipment Manufacturer has signed up to and if the part has not performed as designed or has failed that that the OEM will replace that component and the owner will not pay for this. OPERATING PROJECTS: ASSET MANAGEMENT, OPERATIONS AND MAINTENANCE HARMATTAN RENEWABLES|2020
FUNDAMENTALS OF MANAGING RE ASSETS
Recommended process?
• Complete the inspections at least 3 months prior to the end of the warranty period
• Sort the list of findings and characterise ( e.g. high, medium or low )
• Estimate the cost for each repair ( be sure to capture unseen costs such as outages or extra costs
such cranes ) – This is for your own information
• Schedule a meeting with the OEM and share the list ( its recommended that the formal reports are not
provided at this stage, if the OEM is fulfilling its obligations under the TSA & O&M agreements none of
these items should be a “surprise”, allow the OEM to refute the claim before showing the reports )
• At the meeting work through each item and capture any agreement with close out dates to close out
items. Formalise the meeting agreement by sending the minutes of the meeting. Request a formal
notification of recognition that agreed items will be closed out.
• Items not agreed, here as the owners take any information that may have been provided and share
with the inspection company and after discussion it may be that the issue is in fact closed or it may be
that the issue is still a concern and now proceed to a formal claim.
• Formal claim and append the original list of Items. On the list note the rejected/open items, closed
items and Accepted Items with agreed timelines for resolution.
• Agree to meet to work out the close out items, the OEM should be requested to bring technical people
to the meeting.
OPERATING PROJECTS: ASSET MANAGEMENT, OPERATIONS AND MAINTENANCE HARMATTAN RENEWABLES|2020O&M Alternatives www.harmattanrenewables.com
FUNDAMENTALS OF MANAGING RE ASSETS
Service Agreements – Overview of providers
• Owners chose an O&M strategy depending on technical and
commercial drivers, typically from 3 types:
OPERATING PROJECTS: ASSET MANAGEMENT, OPERATIONS AND MAINTENANCEFUNDAMENTALS OF MANAGING RE ASSETS
Different OEM Warranties
Parts only Warranty, new parts are shipped to the project, however installation costs such
as labour, cranes or downtime are excluded.
Full Warranty – inclusive of installation costs
Partial Warranty – excluding certain parts or a mix of a Parts warranty & Full Warranty.
OPERATING PROJECTS: ASSET MANAGEMENT, OPERATIONS AND MAINTENANCE HARMATTAN RENEWABLES|2020Asset Management
FUNDAMENTALS OF MANAGING RE ASSETS
O&M Asset Management
Preventative Maintenance Operations
Corrective Maintenance (repair) Site/BOP maintenance
Monitoring Administration – billing, accounting
Spare parts Metering for revenue
Consumables Hiring subcontractors
Enforcement of warranties
Management of budget and
reserves
Property – Site Maintenance –
Vegetation Management
OPERATING PROJECTS: ASSET MANAGEMENT, OPERATIONS AND MAINTENANCEFUNDAMENTALS OF MANAGING RE ASSETS
Asset Management
The Goal of Asset Management is to increase and maintain the “Economic Life”
What is an asset?
of an asset
Anything from which the organisation derives value.
The fundamentals that need to be managed
• Reliability of Operation: Through early detection & action on defects
How would you define Asset Management?
• Reliability of Performance: Through early detection of drop in performance &
The systematic and coordinated activities and practices through
actions thereof
which an organization optimally and sustainably manages its assets
• Reliability of yield/output : Through early detection of energy loss and actions
and asset systems, their associated performance, risks and
thereof
expenditures over their lifecycles for the purpose of achieving
• Lower Operating costs
its organizational strategic plan.
• Lower Maintenance costs
• Extend “Useful Life” of an asset
Poor asset management can lead to inefficiency in the delivery of the
All of the above, together, contribute to higher “Economic Life” of an asset.
lifecycle of renewable energy assets like increased downtime and higher
costs of operation and maintenance resulting in higher LCoE and thus
•None of the above fundamental requirements, are a part of the “Comprehensive
decreased profits
Services Contract” with the OEMs. All that an OEM does through their field services
team is continuous monitoring of operating turbines and trouble-shooting as & when
the issues arise.
OPERATING PROJECTS: ASSET MANAGEMENT, OPERATIONS AND MAINTENANCEFUNDAMENTALS OF MANAGING RE ASSETS
Asset Management
• First rule of operating wind farms: “keep them spinning…”
• Tasks of the technical management from the view of the owner:
o High (energetic) availability
o Reduction of costs for service / repair
o Long life time of equipment
o Conservation of evidence for negotiation with manufacturer and insurance
o Prompt acquisition of basic data for controlling purposes and transparent presentation of
improvement actions to share holders / owner
• From the point of view of the technical operator:
o Optimization of time based availability by short reaction time in case of failures
o Early detection of problems by own and independent inspections
o Schedule inspections and preventive maintenance
o Visual inspections 2-4 times a year
o Periodic inspections should be done at leas twice a year.
o Shift necessary measures that need shutting down the plant, i.e. that reduce availability
(e.g. service on wind turbine to a time of low predicted yield; service on PV plant at
night)
o Acquisition and statistical analysis of all available operating data
OPERATING PROJECTS: ASSET MANAGEMENT, OPERATIONS AND MAINTENANCE HARMATTAN RENEWABLES|2020HARMATTAN RENEWABLES
THANK YOU
HARMATTAN RENEWABLES | 2021PANEL DISCUSSION
SPEAKERS
Panel Discussion Topic: Successfully operating and
maintaining RE assets. Looking at the challenges and
opportunities. Lessons learnt to optimise RE plant longevity.
➢ Facilitated by Ntombifuthi Ntuli, SAWEA (CEO)
➢ PANEL:
NTOMBIFUTHI NTULI CHANDA NXUMALO LINDANI BUTHELEZI Lindani Buthelezi, Dorper Wind Farm (Technical
SAWEA
CEO
Harmattan Renewables Dorper Wind Farm Manager)
Technical Manager
Director
Tom Goss, Vestas (Team Lead Planning Africa)
Ramona Mohanlall, RustMo Solar Farm (Head:
Operations & HR)
Compton Saunders, Globeleq (Asset Director)
TOM GOSS RAMONA MOHANLALL COMPTON SAUNDERS
Vestas South Africa RustMo Solar Farm Globeleq
Team Lead Planning South Africa Head: Operations & HR Asset Director
OPERATING PROJECTS: ASSET MANAGEMENT, OPERATIONS AND MAINTENANCEQ&A
QUESTIONS AND ANSWERS SESSION
Please type your questions in the message box and we will respond
Niveshen Govender
SAPVIA
Chief Operating Officer
OPERATING PROJECTS: ASSET MANAGEMENT, OPERATIONS AND MAINTENANCECLOSING REMARKS
CLOSING REMARKS
Thank you for joining our final webinar of the ‘Developing Developers’ series
Niveshen Govender
SAPVIA
Chief Operating Officer
OPERATING PROJECTS: ASSET MANAGEMENT, OPERATIONS AND MAINTENANCEDEVELOPING DEVELOPERS WEBINAR SERIES
o 4 associations
o 7 sessions
o 15 hours over 6 months
o 28 topics
o 38 Speakers
o 3473 Registered
o 1903 in full Attendance
o 284 Average attendance per webinar
o 11 partners/sponsors
OPERATING PROJECTS: ASSET MANAGEMENT, OPERATIONS AND MAINTENANCEDRIVING DISTRIBUTED GENERATION WEBINAR SERIES
DATE WEBINAR TOPIC
Distributed Generation Policy and Regulatory
29th April 2021
Framework
The Business Case for Distributed Generation
27th May 2021
(Various Business Models)
24th June 2021 PPAs
Fundamentals of Building Distributed Generation
29th July 2021
Projects
26th August 2021 Operating and Maintaining Distributed Generation
plants
30th September 2021 Solar PV + Storage = energy future
OPERATING PROJECTS: ASSET MANAGEMENT, OPERATIONS AND MAINTENANCEDEVELOPING LOCAL SUPPLY CHAIN WEBINAR SERIES
22 April 2021 – 16 September 2021
OPERATING PROJECTS: ASSET MANAGEMENT, OPERATIONS AND MAINTENANCEDEVELOPING
DEVELOPERS
LIVE WEBINARS
OPERATING PROJECTS:
ASSET MANAGEMENT, OPERATIONS AND MAINTENANCE THANK YOU
WEBINAR SPONSOR SPONSORED BYYou can also read
