Handling large scale O&M portfolio of offshore wind based on data as an asset. Klaus Baggesen Hilger Senior Manager, Wind Power November 2015

Transcription

1 Handling large scale O&M portfolio of offshore wind based on data as an asset Klaus Baggesen Hilger Senior Manager, Wind Power November 2015

2 DONG Energy is a leading energy group in Northern Europe Overview Four business units #1 in Danish energy markets Global leader in offshore wind DONG Energy Sizeable regional E&P operations Rated Baa1/BBB+/BBB+ (all Stable Outlook) 6,500 employees E&P Wind Power Thermal Power Customers & Markets Revenue: DKK 67 bn (EUR 9 bn) EBITDA: DKK 16.4 bn (EUR 2.2 bn) Share of 39% 47% 3% 11% EBITDA 1 Strong market positions Ownership Largest Utility company Danish State (59%) Funds managed by Goldman Sachs (18%) Regional E&P operations SEAS-NVE (11%) Offshore wind market leader ATP (5%) PFA (2%) Local market positions Other minorities (5%) Note 1: EBITDA 2014 after hydrocarbon tax 2

3 DE Wind Power is the industry leader with ambitious targets DE Wind Power is ahead of industry competitors 3,849 1,362 Under Construction Operational (fully commissioned) 2,487 1,296 1,266 1, Advancing the industry: DE Wind Power's strategic targets for 2020 Lost time injury frequency (LTIF) Installed gross capacity (GW) Levelised Cost of Electricity (LCoE) EUR/MWh ~40% >

4 Versus other industries DONG Energy Wind Power Safety is our overall license to operate! Running our projects and business in a safe way is a key priority and responsibility of DONG Energy Wind Power DONG Energy has set clear priorities for its development in HSE and aims to reach a LTIF index of 1,5 by ,0 LTIF development in DONG Energy Wind Power (on yearly basis) 1 HSE Our sites Our suppliers The industry ,0 Result 10,1 8,3 Target 6,0 4,0 3,7 3,9 2, Lost Time Injury Frequency (LTIF), 2011 vs. 2012, 2013 per 1,000,000 worked hours 6,0 3,7 3,9 1,5 Leading the industry requires strong focus on LTIF and making it competitive with other similar industries. 1,8 1,1 0,4 0,9 0,5 1,0 2,1 1,2 DONG Energy Wind Power DONG Energy E&P Oil & Gas Industry Average DONG Energy, Annual Report Safety Performance Indicators, International Association of Oil & Gas Producers, July

5 The Operations organisation is growing in line with the WF portfolio Organisational chart Description Asset Integrity Management Global Operations Global Operations Support Global Operations total head count: ~500 Blue collar Whitecollar ~500 Total Siemens tech. Operations Commercial HSE Operations Back office Technical and commercial specialists with expert know-how Asset Integrity and commercial specialists ensure high performance as well as lifetime asset integrity and profitability Operations UK EAST Operations UK WEST Operations DK/DE O&M on-site team Gunfleet Sands Walney Horns Rev 2 Highly skilled technicians London Array Westermost Rough Burbo West of Duddon Sands Barrow Anholt Nysted Borkum Riffgrund Utilize the best practice and experience from other WFs as well as leverage from Operations involvement in the SWA period Ensure that Operations is in the best position to take over postwarranty turbine maintenance 5

6 Back-office On-site With the full O&M scope, Operations is actively planning and optimizing all aspects of offshore wind O&M 1 Site Management (incl. HSE) Gode Wind example 2 Logistics 3 Planned service 3 Planned service 4 Troubleshooting 5 Specialised global activities 4 Troubleshooting / unscheduled 5 Procurement, warranty and contract management Asset integrity management and planning 2 Logistics Diagnostics, condition monitoring and technical expertise Operational excellence and logistical optimisation Financial management and reporting H Norddeich 1 Site Management H Harbour/Helipad 6

7 One of our main challenges will be for our Operations to manage the growing asset portfolio both under and out of warranty DONG Energy operated off-shore portfolio GW operated CAGR +24% WTG OEM service and warranty Full O&M scope DONG Energy's portfolio will grow significantly over next years DONG Energy will remain one of the largest offshore operators

8 A key driver will be efficiency within our operational clusters DE operational footprint and cluster mapping until 2025 excl. post 2020 pipeline Strengths East Irish sea cluster 1,8 1,8 1,8 Grimsby cluster 1,8 1,8 DE GW operated Operations is moving from single asset to cluster thinking 0,9 0,9 0,0 0,2 0,8 Cluster synergies potentials already realized Barrow-in-Furness Liverpool Grimsby Esbjerg Norddeich Grenaa Gedser DK inner waters (0,6 GW) Operations will use the large portfolio and future clusters as the building blocks for scale synergies / risk mitigation options Greater Wash cluster Brightling sea Ramsgate? Future NL cluster? German / DK cluster 1,5 1,5 0,8 0,8 0,8 0,8 0,8 1,1 1,1 0,

9 And another driver to cope with growth is our implementation of the ISO asset integrity management system ISO certification in 2015 From optimisation on individual WF basis to a standardised O&M for the entire portfolio Act Plan Optimisation on individual windfarm basis Portfolio asset integrity management Check Do New site New site Ad-hoc knowledge sharing Centralized development and optimisation of maintenance plan Benefits Industry and JV partner recognised quality standard Learnings systematic transferred across sites New site enabled to utilize accumulated portfolio knowledge Increased resources flexibility between standardised park 9

10 Data As An Asset (D3A) a strategic must win battle for Wind Power to enable a business focused scalable IT solution 2012 baseline Limited capabilities D3A Project 2015 improved setup Improved capabilities Performance Monitoring Diagnostic Analysis Performance Reporting Ability to scale Data quality Leverage 3 rd party services One common data collection IEC/RDSPP data model Report & analyse across portfolio Ability to scale Performance Monitoring Diagnostic Analysis Performance Reporting Ability to scale Data quality Leverage 3 rd party services Capabilities from D3A deliverables Common Information Model Prognostics as work orders 2012 baseline setup Improve Data Quality & KPI calculations Leverage 3. party knowledge & SAAS Business Improvement Invest in scalable platform Cross Portfolio Analysis & Reporting Business driven IT Projects 10

11 D3A's main challenge is to move from mixed systems, platforms, and data models to a flexible business focused solution Platform Scope The scope of the project is split up in three overall areas Yellow part: data collection platform, which purpose is to provide a reliable and scalable data collection. Blue part: the analysis and reporting platform including the prioritized master data integrations. Green part: Near real-time platform, which is planned to deliver operational data to the technical support and site teams. 11

12 Providing the business secure access to external analytic services and knowledge, levering specific data and the D3A platform e.g. External Service Providers D3A to be used for accelerated development of business capabilities Secure Access to D3A platform Use external service providers to achieve agile and fast tracked business development Define short term business challenges Secure scale, flexibility and access to specialist knowledge Niche players Incorporate best of breed methodologies from external suppliers Collaboration through innovation partners instead of static client deliverables 12

13 Ability to be Pro-Active Towards Asset Optimization. Predictive Analysis Asset Optimization Forecasting Query Drilldown Ad-hoc Reports Standard Reports Degree of Analytic Capabilities 13

14 More data gives new insight. Amount of available data New Potential Insight Drop in part of data that can be analyzed Analytic Capabilities Percentage of analyzed data As data amount grows so do the potential value of applying Analytic Capabilities! 14

15 Case: Condition monitoring of pressure in converter cooling system Abnormal behaviour of the pressure leads to turbine stops resulting in lost production and costly unscheduled visit to the turbine. The condition monitoring approach: Save money and safeguard HSE performance by detecting abnormal behaviour of the pressure in time to perform scheduled repair work before the turbine stops, thereby minimizing lost production and reducing cost of the visit dramatically. Pressure Pressure Turbine Stop Time Time 15 15

16 Integration across IT systems must be robust and scalable across new CBM services ANALYSIS ENVIRONMENT Pressure Event Frame SAP WORK ORDER Repair On-site technician Key benefits Supporting on-site technicians in connection with repair work PI SYSTEM DATA Detect deviation Time to react PI EVENT FRAMES Turbine Stop Time Confirm React Diagnostic Expert Get ESRI ArcGIS Gain overview insight INCIDENT LIST PI CORESIGHT Site Managers/ Partners/Others Supporting back office specialists in improving asset integrity Supporting site managers in optimizing offshore logistics Overall awareness and responsiveness reduces the time spent offshore! 16 16

17 Monitoring status and critical park information on WTG and portfolio level requires standardization, stability and scalability Site Management Challenges Standardization Stability Scalability Park status overview KPI measuring PI System data integration to map Portfolio Management Portfolio overview Solution OSIsoft PI System and Esri ArcGIS integration Key benefits Visualization of performance Awareness and Responsiveness System stability One point for entry (Simplicity) 17 17

18 Example: New data will be available through new Inspection Concepts both on WTG and BoP As Is(2014 inspections) Rope access inspections in order to capture blade imagery To Be(short term) Ground based inspections in order to capture blade imagery Robe Access inspection as default Mitigate potential HSE risks Lower blade inspection cost per turbine Faster and more flexible inspections Ground based inspection as default Reduced Robe Access inspections Robe Access only when needed 18

19 Strategic Asset Integrity Management Plan (SAIMP) The anatomy of asset management (ISO 55000) the DNA of the future operator 19

20 Thank you