Wind Farm Operation & Maintenance Description & History of Project OWEZ – 10 + Years Accident-Free Offshore Egmond aan Zee (OWEZ)” •Offshore demonstration project - supported by government, Offshore Wind Farm Egmond aan Zee (OWEZ)” •NZW (Noordzeewind) as Client. The , Northern Europe, •BCE ( and Ballast Nedam) as PC. •MHIVOW & C-Ventus as O&M Contractors. •Nuon as at 2017 incoming O&M provider. •RCG as HSE Managers & V&G Coordinators.

Comprises •36 V90 Vestas WTGs, •Monopiles with internally grouted transition piece, •Scour protection, •3 x 34 kV export cables to the shore, •34/150 kV substation on shore, •Design life of the project is 20 years.

Time-Line •Constructed in the period 2005 – 2006. Installed 108 MW •Operations commenced on the 1st January 2007, 36 Vestas V90 WTGs, •2009, 2010, 2014 & 2106 major remedial and refit work, 70m hub height, Operations are ongoing (January 2017) with the good safety trend being 116m rotor diameter, maintained by continuous improvement initiatives. 10 - 18 km offshore, 16 - 20 m water depth. 1 meteorological mast 116m high. Getting Organised For Safety – “The Top Ten”

9. Establish robust risk assessment protocol based on ALARP 1. Set clear goals – believe in and be dedicated to the zero LTI goal. 10.Make sure all relevant documents are in place, signed off and that the team knows them well. Discard anything that is 2. Be clear on the contracting structure i.e.. who has the too complex or too long to hold attention. commercial influence.

3. Be clear in project jurisdiction as well as being clear on “zone of influence” from the start – preferably by defined locations /assets and coordinates.

4. Value and permit the proactive involvement of the Client where they have the appropriate expertise. Value and permit the expertise of the Contractor and ensure they have the appropriate expertise.

5. Be clear on the regulatory framework – it may not exist – agree how you will work, what rules you will apply with the regulator – get agreement – follow industry best practice.

6. Ensure all contributing teams have strong leaders with a clear HSE focus.

7. Ensure adequate competence & resources are available to the project at all times.

8. Agree whose standards will prevail in any given situation – map all documents and their primacy. Competence & Resources Managing Change – Dealing with Remedial Work

OWEZ benefits from accumulated experience and minimal Challenges personnel changes. Typical profiles of HSE critical staff:- •Gearbox: partly reactive replacements; mostly pro-active replacement. •Generators: small number of reactive replacements; most pro-active NZW Project M.D. - 2 years in offshore operations. replacement. •Blade replacement after lightning strike. •Foundation: remedial work – solution to grouting – reactive. NZW Operations Manager - 18 years wind energy 10 years •Cable re-burial – post construction. offshore wind operations. •Array cable replacement.

Organisational Solution NZW HSE Managers - Collectively 30 years offshore; including 15 years offshore wind. •Treat remedial work as “construction projects” within the operational control framework.

MHIVOW Site Manager - 9 years offshore wind operations. •Ensure that important issues such as vessel adequacy, site access control, permits to work, electrical control & isolation were taken care of – business as usual. MHIVOW HSE Managers - 30 years offshore, including 15 years offshore wind. •The O&M and Client team also proactively participate.

•BCE took full coordination responsibility by executing the formal role of V&G (health & safety) coordinator under Dutch law. The team also benefits from expert back-up from parent and advisory resources such as:

Shell, Nuon, Vattenfall, Vestas, C-Ventus & RCG. Statistics & Benchmarking Achieving “LTI Free” The Foundation

The following tables illustrate the principle figures relating to the defined At the Highest Level project noting that construction (2005 & 2006) had approximately 600,000 The project leaders must believe and be committed to putting safety at the top of man hour’s exposure and no LTI’s. the agenda and ensuring safety matters are embedded in project processes. Suitable budgets and time lines must be agreed and undue commercial pressures mitigated before they affect or unduly drive second tier management and subsequently the workforce. Exposure hours and HAZOB numbers vs. Year 70000 300 From Everyone

60000 250 Awareness and commitment from all individuals is one of the most important keys to maintaining a safe working environment. This level of appreciation and respect 50000 200 needs constant ‘maintenance’ and real investment, for example in training, toolbox 40000 sessions, workshops, lessons learnt, diligence, cooperation & not forgetting 150

30000 recognition of good performance. HAZOBS 100 20000 With strong leadership, raised awareness and commitment to safety from the 50

Exposure Hours Contractor 10000 whole team, the foundation stones are laid.

0 0 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 Year

Exposure Hours Contractor LTI HAZOBS

We have carried out several bench-marking exercises against other Northern European projects and concluded that the zero LTI is amongst the top performing projects since offshore wind started in earnest around 2000. Hazardous Observations & Ranking Consequences Agreed 2017 Focus Areas Life Saving Rules

Bottom Up + Top Down HAZOB records (Bottom Up). Where our review of HAZOBs has led us……..

The project believes in a combined bottom-up (HAZOB) Rated and ranked with potential Bird Fouling JANUARY - MARCH and Top-Down (RULES) approach is required – one consequences of not taking action where way alone is not sufficient to achieve the desired safety there were differentials and recurrences, Competence Consolidation APRIL - JUNE record. or tangible links to life saving rules being violated - the derivative being where we Advancing Safety Reps JULY –SEPTEMBER have agreed Theaction, Main and Nine where - 2009 resources 9 Life Saving Rules (Top Down) are being applied. PPE & 2018 Focus OCTOBER - DECEMBER

Permits & Processes HR 9% 5% COSHH Hieght 9% 2% Lifting 10% Transport 9%

Tools, Kit & Comms 10%

Working PPE Environment 12% 34% Focus on Practical Improvements It’s good to Talk!

Deliberate Action Effective Meetings

The safety performance is good so far, but we must • Simple and consistent agendas support continue to focus on improvements, learning and cooperation and alignment between Owner improving from observations and incidents is key. and Contractor.

• Action based decisions tracked by a simple Investments in safety improvements must be made in execution plan with defined responsible hard cash and time. individuals and sensible deadlines have proven most effective.

Some of the initiatives at OWEZ:- • Respectful dialogue:

1. Tool container in each • Transparency: 2. Improved handrails 3. New winches • “No Blame”: 4. Wave radar 5. Improved fall arrest – taking time to get it right • Empowerment to “STOP”: 6. Bespoke emergency equipment and time to practice • Positive Intervention: 7. Additional / higher level training 8. Detailed review / investigation into fire 9. Improved welfare and housekeeping initiatives 10. Getting electrical compliance right It’s good to celebrate targets achieved, actions closed and quite simply good HSE attitude and performance. Closing Out 2016 - Analysis Further Continuous Improvement 2017

• Key values demonstrated: • Work on the learnings from 2016

• OPENESS • INVOLVEMENT • Taking best abstracts from Vattenfall Group & Shell HSE. • CHALLENGE • CONSISTANCY • STABILITY • Taking best practice from R-UK & G9 learning and initiatives. • PRIDE

• Did right • Enhancing cooperation with adjacent projects.

• Clear and strong direction • Mandating performance requirements • Extensive drills with local emergency services. • Recognise people are the key to success • Created a team throughout the project • Shared values and celebrated successes

• Could do better (considering age of technology)

• Attention to slips and trips • Further workplace tidiness • More detailed workplace inductions • Cleanliness (from bird fouling) • More timely response on technical issues (e.g. lifts) Conclusions after 11 Years

1. We have the correct team structure and control mechanisms in place,

2. The project has always put safety at #1, we all believe zero LTI “we can – we will”

3. Communications are good and fully inclusive on all HSE matters,

4. Good safety performance so far but we must continue to focus on continued improvements, especially during these times of change,

5. Extensive scope can be dealt with if properly planned and controlled,

6. OWEZ as Client, MHIVOW, C-Ventus and RCG as advisors have acted professionally in the execution of the scope of work and have reacted professionally to the many challenges faced,

7. Trend is continually improving,

8. We must give big thanks to our collective site team who are careful and dedicated – we have cause to celebrate,

9. More sharing & cooperation is needed in the industry,

10.We will not let our guard down. THANK YOU FOR LISTENING!

THANK YOU FOR EXCELENT HSE PERFORMANCE OVER PROJECT LIFE CYCLE !!