1. Nordic O&M Conference 2013
Kelly Dallas
VP Technical Services – Renewable Power Group
November 2013
For professional clients / qualified investors only

2. This presentation is for use only in one-on-one selected investor presentations with (i) US Persons and US tax-exempt investors within the United States, each of which being “accredited
investors” and “qualified purchasers” (as defined in the Securities Act of 1933, as amended, and Investment Company Act of 1940, as amended, respectively) and (ii) investors outside of
the United States that are not “US Persons” (as defined in Regulation S under the Securities Act of 1933 as amended). It is strictly confidential and may not be reproduced for, disclosed to
or otherwise provided in any format to any other person or entity (other than your professional advisors bound by obligations of confidentiality) without the prior written consent of BlackRock
Financial Management, Inc. (“BlackRock”). This presentation does not constitute an offer to sell, or a solicitation of any offer to buy, securities in any jurisdiction to any person.
Any investment decision with respect to the BlackRock NTR Renewable Power Fund (as defined herein) must be based solely on the definitive and final version of the Private Placement
Memorandum, amended and restated limited partnership agreement(s), investment management agreement(s), subscription agreement(s) and related documentation for the BlackRock
NTR Renewable Power Fund and its related parallel funds (collectively, the “Fund”). There is no assurance that the Fund will achieve its investment objective or generate positive returns.
Such an investment is subject to various risks, including a risk of total loss. These materials have not been approved by the US Securities and Exchange Commission, the Financial
Industry Regulatory Authority, the Commodity Futures Trading Commission or any other regulatory authority or securities commission in the United States or elsewhere. This presentation
contains opinions, which are expressed as of October 2013 and may change as subsequent conditions vary. Certain information contained herein has been obtained from published
sources and from third parties, including without limitation, market forecasts, internal and external surveys, market research, publicly available information and industry publications. In
addition, certain information contained herein may have been obtained from companies in which investments have been made by entities affiliated with BlackRock. Although such
information is believed to be reliable for the purposes used herein, neither the Fund nor BlackRock assumes any responsibility for the accuracy or completeness of such information. Past
performance information indicated herein is neither a guarantee nor indicative of the future performance or investment returns of the Fund and actual events or conditions may not be
consistent with, and may differ materially from, historical or forecasted events or conditions. Reliance upon information in this material is at the sole discretion of the reader.
Disclaimer
2

3. BlackRock NTR Renewable Power Fund - Overview
3
Investment
Strategy
The Fund
Value Add
Target
Allocation
Geography Technology
• 21 person investment team across New York, Dublin and London with 100+ years of renewables industry investment
experience
• Leveraging of the resources of the world’s largest asset manager with best-in-class fund and risk management infrastructure
• Origination advantage through a combination of BlackRock’s reputation and investment team’s extensive industry networks
• Create a diversified international portfolio of operating Wind and Solar assets seeking stable cash flows driven by long-term
contracts. Avoid technology, development and policy risk
• Cash flow yield at full deployment. Upside potential from asset appreciation
• Energy Infrastructure Fund focused on ownership of large Wind & Solar projects in North America and Europe
• First close held May 30, 2012, final close in end of November 2013
• First 8 investments completed as at October 2013 (c. $150m)
Onshore
Wind
Solar
PhotovoltaicNorth
America
EU
Investment Sourcing
Framework
Relationships
Off-Market
Discussions
Auction
Processes
Source: NREL Database, NTR, BlackRock NTR Renewable Power Investment Team
Note: All data as of October 2013. There can be no assurances that the approximate positioning of the Fund will be achieved, as market conditions and investment opportunities may be materially different

4. Completed Fund Investments
4
Note: The above referenced investments illustrate all the Fund’s investments. They are non-representative of all underlying Fund Investments that may be made by BlackRock on behalf of the Fund and it should not be assumed that the Fund will invest in
comparable investments in the future, or that any future Investments made by the Fund will be successful. To the extent that these Investments prove to be profitable, it should not be assumed that the Fund’s investments will be profitable or will be as
profitable. Additional information regarding all of the underlying investments can be provided upon request.
• Since December 2012 the
Fund has deployed ~$150m
• 214MW current investment
portfolio
• 71MW of US wind
• 45MW of Irish wind
• 20MW of Canadian solar
• 28MW of UK wind
• 50MW of French solar
• Portfolio can power ~100,000+
households annually
• Operating since December 2012
• Part of 300MW framework agreement
with developer juwi
• 20-yr PPA with A- rated entity
• 15x RePower turbines
• Can power 10,000 households annually
Project Breeze – 31MW
(Minnesota Wind Project)
Project Wyatt– 101MW*
(Kansas Wind Project)
Project Bonner 1&2– 45MW
(Irish Wind Portfolio)
Project Woodcote – 16MW
(UK Wind Portfolio)
Project Abacus – 12MW
(UK Wind Project)
Project Equinox – 50MW
(French Solar Portfolio)
Project Glow– 20MW
(Canadian Solar Portfolio)
• Operating since October 2012
• Partnered with Eurus Energy on
acquisition from EDF (*40% interest)
• 20-yr PPA with BBB rated entity
• 63x GE turbines
• Can power 33,000 households annually
• Completion in July 2013- July 2014
• Sourced from bilateral discussions
with global developer
• 15-yr FiT with BBB+ rated entity
• 4x Enercon and 15x Nordex turbines
• Can power 23,800 households
annually
• Operating since December 2010
• Part of 300MW framework agreement
with UK wind developer REG
• 20-yr Green Certificates and 6.5-yr power
with A- rated entity
• 6x Vestas turbines
• Can power 6,000 households annually
• 3 operating and 4 in Q3 2013
• Sourced from bilateral discussions with
developer
• 20-yr FiT with A+ rated entity
• Jinko Solar panels
• Can power 17,500 households annually
• Completion in Q1 / Q2 2014
• Part of a broader framework
agreement with global developer
• 20-yr FiT with Aa2+ rated entity
• Canadian Solar panels
• Can power 3,340 households annually
• Operating since June 2012-January 2013
• Part of 100MW framework agreement
with UK wind developer REG
• 20-yr Green Certificates and 10-yr power
with A- rated entity
• 8x Vestas turbines
• Can power 8,000 households annually

5. Investment Focus
5
Typical Investors: VC or early stage PE
• Spend per megawatt of $50-75k
• High project failure rate
• Land rights not secured
• Power contract or tariff not
secured
• Permits and licenses needed
• Project design in process
• No financing and subsidy
• Land rights secured
• Power contract or tariff secured
• Permits and licenses complete
• Project design finalized
• Interconnection rights granted
• Financing in place and qualified for
subsidy
Risk &
Return
Invested
Capital
Development Risk No Development Risk
Development Phase Construction and Operations Phase
Typical Investors: Infrastructure or late stage PE
• Spend per megawatt of $1.5-3.0m
• Lower project failure rate as projects are not
subject to development risk
Sources: NREL Database, Publicly Available Information

6. • 21 investment professionals with deep sector experience
• Team formed in March 2011 when Jim Barry and a team from
NTR plc. joined BlackRock
• 100+ years of aggregated renewables industry experience
• ~4GW of projects developed and managed in the solar and wind
sectors across North America and Europe
• $7.5Bn in financings, including term debt, construction finance,
turbine finance, revolving credit and refinancing facilities
• Resources and infrastructure of the world’s largest asset
manager, with $3.79 trillion in AUM as of December 31, 2012
BlackRock – Experienced Renewable Power Industry Team
Jim Barry,
CIO
Teresa
O’Flynn,
Director
Peter
Raftery,
Technical
Director
Manuel
Ramos, Vice
President
Isabella
Pacheco,
Associate
David
Giordano,
Managing
Director
John
Morello,
Director
Paul Reilly,
Director &
COO
Matt Ptak,
Director
Saima
Ahmed,
Associate
Stephane
Tetot,
Associate
Rory
O’Connor,
Managing
Director
David
O’Brien,
Director
Charlie
Reid,
Director
Sverker
Akerblom,
Vice
President
Rael
McNally,
Associate
Keith
Mangan,
Director
Alan
Synnott,
Director
Investment Team Experience – 21 Industry Professionals Team Overview
Broad Spectrum of Highly Relevant Experience
6
Project Finance
Resource Assessment
Consulting
Capital Markets
Risk Management
Operations
Audit
Asset Management
Conventional Energy
Infrastructure
Wind
Solar
Renewable Project
Development
M&A
Investment Banking
Tax-based Energy Finance
Note: Information is current of as of October 2013 and subject to change
Kelly
Dallas,
Vice
President
Laura
Mitchell
Operations
and
Reporting
Brad Kavin,
Analyst

7. Dedicated Renewable Power Investment Team Within BlackRock’s Platform
Special Opportunities Group
Sacha Bacro
Peter Leffler
Agam Sharma
Legal & Compliance
Dan Ronnen
David Maryles
Jeremy Agnew
Rory Maclean
Adrian Hildrerly
Gregor Craig
Equity Research
129 professionals
Fixed Income Research
98 Professionals
Fund Administration
Michael Pungello
K. Umashankar
Bill Schrader
Grace Paulus
Risk & Quantitative Analysis
Jason Malinowski
Kelly Cook
Other Support
Edward Finnegan-Finance
Raymond Hoffman-HR
Mike Ward-Insurance
Amy Edwards- Accounting Policy
Linda Novak- Tax US
Arnab Mazumdar – BLK Solutions™
Jim Barry, CIO (19)
David Giordano, Managing Director (19) Rory O’Connor, Managing Director (16)
Note: Numbers in brackets indicate years of experience. Information is current of as of July 2013 and subject to change
Investment Committee
BlackRock Resources BlackRock Alternative Investors – Renewable Power BlackRock Resources
Investment Team
Senior Investment Team
Kendrick R. Wilson, III
BlackRock Vice Chairman
Matthew Botein, Managing Director
Head of BlackRock Alternative Investors
Sacha M. Bacro, Managing Director
Head of Special Opportunities Group
Brian Stern, Managing Director
BlackRock Alternative Investors / BlackRock
Corporate Ventures
Robin Batchelor, Managing Director
CIO of Natural Resources Equity Team
David Giordano
Managing Director
Jim Barry, Chief Investment Officer,
Managing Director
Rory O’Connor
Managing Director
7
BlackRock offers a unique combination of industry team, fiduciary culture & breadth of resources
Strong governance and risk control is ingrained in the investment process
Dublin
Teresa O’Flynn, Director (14)
Keith Mangan, Director (Risk Management) (15)
Paul Reilly, Director (Ops, Admin & Finance) (26)
Alan Synnott, Director (16)
Kelly Dallas (Operations) (20)
Laura Mitchell (Ops, Admin & Finance) (13)
New York
John Morello, Director (21)
David O’Brien, Director (13)
Matthew Ptak, Director (11)
Manuel Ramos, Vice President (9)
Saima Ahmed, Associate (8)
Rael McNally, Associate (7)
Brad Kavin, Analyst (1)
London
Peter Raftery, Director (Technical) (19)
Charlie Reid, Director (8)
Sverker Akerblom, Vice President (6)
Stephane Tetot, Associate (6)
Isabella Pacheco, Associate (6)

8. The BlackRock Principles
We are a Fiduciary to Our
Clients
We put our clients interests first
We are Passionate about Performance
We are intensely focused on performing at the
highest levels
We are One BlackRock
The best solutions come from a diverse
team of partners
We are Innovators
Continuous innovation brings the best
to our clients
8

9. Kelly Dallas – Vice President Technical Renewable Power Group
Professional education
 Dip Mechancial Engineering
( Cape Technickon )
 MBA ( Manchester Business
School )
Professional experience
 12 years Nuclear Experience
 3 years CCGT Experience
 5 Years Experience
Selected wind power references
 Eco Wind Power – 3 years O&M manager, V42, V74, V52, G52, G80
 Bord Gais Energy – 2.6 years O&M Manager, V52, V80, V90, N90, Z42,
E70, E82 and GE1.5 ( Negotiated ~ 250MW of O&M contracts)
 Speaker and Chair O&M Workshop IWEA – 2012
 Speaker Nordic O&M conference - 2012
 Speaker IWEA Spring conference - 2013

10. Working with your Turbine Suppliers
10

11. Understanding O&M
Technical Overview
Mechanical
 Main Gearbox, Low speed shaft, Main BRG, Slew Ring, Yaw gears
Low Voltage Electrical
 Generators, Convertors, Elect Cabinets, Cables, Control system, Sensors
High Voltage Electrical
 Turbine Transformers
 Main Transformer
 Switch gear
 HV Cables
 Protection systems
 Static Var compensators
Structural
 Tower
Civil
 Foundations
 Roads
Safety and Ancillary Equipment's
 Emerg Descent kits
 Ladders
 HV safety devices
 Lifts
11

12. Skill sets required on Wind parks
12
Mechanical
 Tribology ( basic level )
• Oil
• Grease
 Gearing
 Material Stengths – e.g. bolt torque
 Couplings
Electrical & instrumentation
 Generator theory
 Convertor theory
 Instrumentation ( Thermocouples & RTD’s)
 HV & LV reticulation systems - cables
 Transformers theory, operation and protection
 Protection systems
Blades
 Composite Materials
Engineering Support
 Root cause Analysis
• Electrical
• Mechancal
Civil
 Foundations
• Buoyant foundations
– Monitoring
– Maintenance
– Drainage
• Non bouyant
• Piled foundations
 Roads & hardstands
• Access and Egress
• Crane works
 Site Drainage and foliage
• Water run off
• Fire breaks
 Security and Fire detections
Safety
 HV safety
 Working at heights
 Safe work systems ( LOTO )
 Emergency plans
• Injury within Nacelle
• Injury within Tower

13. Operations and Maintenance Departmental responsibilities
13
Health and Safety (Day 2 Day)
Day to day status reporting
1,2nd and 3rd level Maintenance
Client Management
Liaison with the 3rd party providers
Fault investigation
Contract Management

14. Health and safety Departmental responsibilities
14
Safety training
Manage Safety critical equipment's and processes
Safety Review of Authorised Work Procedures
Compilation of Risk Assessment
Safety Review of 3rd party subcontractors – crane company etc.
Investigations
Reporting on Safety Stats and liaison to the Health and Safety Authority
Ensure safety legislation requirements are translated into day to day work
processes.
Safety drill and emergency preparation procedures

15. Procurement Departmental responsibilities
15
Purchase of tooling required across different platforms and models
Spares part procurement
ERP system management ( SAP / Maximo )
Liaison with Accounts on parts usage
SCADA management
Day to day management of field staff communication tools
MI and BI tool management
Management of General IT systems
IT Departmental responsibilities

16. Engineering Departmental Responsibilities
16
Root cause analysis
Generate Authorised Procedures
Performance analysis
SCADA analysis
Contractual KPI monitoring
Field Support
Accident Investigation – Engineering aspects

17. Asset Management Overview
17
O&M Department
Turbine, Foundations,
Substations, HV& MV Cabling
Service and Maintenance
Owners
Owners / Lenders Stakeholder
Business
Plan
Asset
Objectives
Policy &
Strategy
Risk
Analysis
Asset Plans
Performance
& condition
Monitoring
Department
Objectives
Service
Delivery

18. ASSET MANAGEMENT PLAN ENABLERS
18
•Safety
•Budgeting
•Reporting – Performance , covenant
•Roles and Responsibilities
•Contract Management
•Staffing ( Mix discipline )
•Training ( GWO, int (Mech, Elect, C&I),
PLC & Safety )
•Recruitment
• KPI Metrics ( Production, Avail, Capacity
factor, Untilzation factors )
• Contract KPI measures ( Avail )
• Balanced Scorecards
• Data Warehouse (KKS or RDS PP based)
• Interface to SCADA ( Historian )
• Equipment life trending ( Borescope GBX,
Generator Health, Blades, Oil analysis,
Service deviation trending)
• Weather forecasting – Wind, Sea
conditions, Lightning
• ERP Planning & Spares systems( SAP,
Maximo )
•WTG
•Foundation / TP
•HV voltage
•Corrosion
•Buildings
•Marine
•Safety Equipment
• Testing – Ongoing
• Takeover
• Commercial
•Market
•Production
• Technical
•WTG
•Foundation
•HV cables
•Main Transformer
• Safety
• Market Regulations
• Stakeholder – Int & Ext
Risk
Analysis
Asset Plans
Department
Objectives
Performance
& condition
monitoring

19. Wind Park / Farm contractual overview
19
Turbine Supply Agreement
•Build cost is c €950K/MW ( EU
Onshore Total cost is
€1.3M/MW, Offshore Total cost
is €3.9M/MW)
•Includes a Defects notification
period: average is 2 years – 5
years
•Noise warranty
•Power curve warranty
O&M contract
•Term range for 2yr, 5ys, 15ys
•Availability Warranty inclusive of
LD’s and bonus
•Cost
•c€20-26 k/MW
•Var fee ~ 10% of upside when
production > P75
•Parts repair obligation includes
ex-works
•Performance obligations
Other Warranties / Contracts
• Electrical
•2yr DNP
• Civil
•2yr DNP
• Escrow – Turbine detailed designs
Other contracts
•Transmission System Operator
•On-shore
•Way leave
•Land leases
•Internet Providers
•Waste disposal
•Planning obligation
•License to Generate

20. Contract basics
20
Cost
• Scope Of Works
• Employers Risks /
Exclusions
• Payment terms
• Termination /
Break for
Convenience
• Warranties, Parts
& Service
• Limitation of
Liabilities
Technical
Performance
• Scope of Works
• Service Standards
• Acceptance of
Works
• Force Majeure
Management
• Intellectual
Properties
• Monitoring and
reporting
• Obligations of
Owners
• Assignments and
Novation's
• Dispute
resolutions

21. Different Business model bring different Gains/Losses
21
Cost
Certainty
- High
Fixed Prices ~ circa €20-26K/MW
Variable price linked to Production
Bonus structure linked to Availability
Warranty
Warranties
LD’s – equal to annual fee or higher
depending on leverage
Risk – Low
Spares Supply chain in
place
Repair obligation
depends on what owner
has purchased
Limited
Visibility of
Turbine
Equipment
status
Reports are basic
Detailed Root cause not
provided
Data limited
Issues are managed
Scope is
generally
limited to
Turbine only
HV Cables &
Switchgear not included
Foundations only during
the TSA
Roads

22. 22
Cost
Certainty
- High
Fixed Prices ~ circa €10K/MW
Variable price linked to Production
Bonus structure linked to Availability
Warranty
Warranties -limited
LD’s – equal to % annual fee
Risk –
Medium
Spares Supply chain -
OEM ~ 25%, Market ~
75%
Major component –
who carries the risk?
Repair obligation
depends on what
owner has purchased
Intellectual Property
Risk
Increased
Visibility of
Turbine
Equipment
status
Reports are Tailored
Root cause can be
limited as detail
designs are not held by
ISP
Data limitations from
SCADA
Scope is
variable
HV Cables &
Switchgear
Foundations ???
Roads

23. 23
Cost
Visibility
Increased Margin as bonuses and
Var fees not paid, basic costs
reduced to in-house labour costs
LD’s – None
Risk – High
Spares Supply chain
needed - Parts
replacement
agreement & Parts
aggregator
Technical knowledge –
Service Support
Agreement
Complete
Visibility of
Turbine
Equipment
status
Root cause limited by
access to detailed info,
but overtime this
increases as knowledge
increases
Data limited by access
to SCADA
Scope is all
equipment
Turbines
HV Cables &
Switchgear
Foundations
Roads

24. So What should you be looking for ?
24
Safety
Record
and
Excellent
Systems
ISO 9001
ISO 15000
Safe system of work
Cost
Low cost option
•Back up for in-house
staff
•Fixed price
Full cost Option
•Servicing
•1st line
•2nd line
•Balance of Plant
Parts
supply
chain
Consumables
Minor parts
Critical components
Major components
Maintenance
Management
System
Traceable records
Linked to SCADA
events
Technical
Resource
Technical training
Mech, Elec and PLC
Safety Training
Partnership
Turbine technology
Major Parts
Critical components
Major components

25. Meeting with your suppliers
Setting the Frequency of meeting is based on around a few concepts
 KPI discussions
 On-going issues discussions
 Long term improvements
 Contract reviews
 Official correspondence

26. Considerations
 Internal Resources
 Staff Skill Sets and Experience
 Data Analysis - bespoke analytical tools vs. off the shelf systems vs. OEM SCADA
 Specific Knowledge
 Understanding Performance Measurements
 Data Sources
 Tools
26

27. Key Performance Measures
27

28. What KPI’s are correct to watch – Management KPI’s
28
 Production – Act vs. Budget
 Revenue – Act vs. Budget
 Availability – Act vs. Budget
 Project Availability ( Avail – inclusive of BOP & Elect)
 Turbine availability
 Portfolio availability
 Outage Time
 Planned
 Unplanned
 Man hours on site
 Lost Production
 Unplanned Outage
 Turbines
 Substations
 Cabling
 Losses on Site
 Electrical Losses
 Safety Metrics
 Lost Time Accidents
 Near Miss reports
 Audits

29. What KPI’s should Turbine Suppliers be watching
29
 Service planning
 Deviations from schedule and impact on Production
 Re-work
 Major works planning and downtime minimisation.
 Mean Time between Events
 Service Reporting
 Issue close outs
 Spares Utilizations
 Availability
 Actual vs. Contracted warranty
 Downtime analysis
 Safety Metrics
 Faults – recurring faults

30. What KPI’s are in the contract
Availability
Safety Metrics
Faults – recurring faults, serial defects
Performance warranty
The contract is effective only if it has the correct metrics in that drive your business needs.
Chester L. Karrass, ‘In business, you don’t get what you deserve, you get what you negotiate.
O&M Managers / Operations departments must be part of the negotiation team and ensure that the
correct KPI’s are inserted into the contracts
30

31. Contract Management requires Critical Thinking
31
Define the
Problem
Relevant
from
Irrelevant
Reliability
of source
Achieve
Objectivity
Draw
conclusion
and create
solutions
Source : E.Q. Librium – Yvette Bethel

32. Managing a defects Notification process
32

33. Contractual Overlaps
33
Start of
TSA /
EPC
Commercial
Ops Date
Takeover
and start
of O&M
Decomm or
Re-power
park
End of
Warranty
Construction Operation
Defects
Notification
Period
~25 Years
EPC/
TSA
MSA/
SSA

34. Inspection Scope/ Warranty Scope
34
End of Warranty Scope of Work - Turbines
Generator and Convertors
1 Visual Inspection of the component
2 Bearings inspection
3 All insulation values - phase to phase, .. To earth, Rotor Insulation
4 Cooling Assembly
5 Brush Conditions
6 Resistance test on windings
7 Generator mounting
8 Thermo graphic assessment – Generator and convertors systems
9 Drive Coupling inspection
10 Vibration analysis assessment
Transformer
1 Visual Inspection of component
2 Partial Discharge assessment
3 Dissolved Gas Analysis (DGA) – only if Oil filled
4 Oil Quality Test – only if Oil filled
5 Transformer Condition Assessment
6 Thermo graphic assessment
Gearbox
1 External Visual Inspection of component
2 Endoscope of gearbox components (video, images)
3 Oil analysis
4 Vibration analysis assessment*
5 Partial counter analysis
6 Gearbox mounting inspection
7 Oil filtration/cooling system inspection
*Engineer with Level 2 Vibration Analysis Qualification required
Foundations
1 Review of foundation Documentation
2 Visual Inspection
3 Tower/foundation movement - dial gauge
End of Warranty Scope of Work – Elect & Substation
Transformer
1 External Visual Inspection
2 Partial Discharge assessment
3 Dissolved Gas Analysis (oil filled)
4 Transformer Condition assessment – Including but not limited to
a) Wind Temp gauge and trip assessment
b) Oil Temp gauge and trip assessment
c) Buchholtz relay – 1st
and 2nd
stage
d) OLTC protection
e) Oil level indications
f) Pressure relief valves
g) Traffo cabinets - heaters and thermostats working
h) AC Hi Potential test
i) FRA – Frequency response Analysis
5 Oil Quality test
6 Thermography and acoustic survey
7 Cables and Wiring labelled correctly
Neutral Earthing Resistor
1 External and Internal Visual Inspection
Standby Diesel Generator
1 External Visual Inspection
2 Diesel supply tank sample
3 Standby black start test & 8 hr. load test
4 Normal start
Building & Yard
1 External & Internal Visual Inspection
2 Doors – ext. and Into fire doors
3 Alarm system functional test
4 Fire Detection system functional check
5 Lighting – normal and Emergency lighting functional testing
6 Building cable sumps dry and ducting penetration sealed
7 Yard fencing none damaged

35. Selecting your inspection company
Selecting the correct company is as important as the inspection scope itself.
What Criteria should you be looking at as part of the selection process
3 Key Aspects of any Project – Quality, Time and Cost
35
Quality
• Competency do they
have the knowledge to
perform the inspection?
Or is sub-contracting
going to be used?
• Tools – does this
company have the tools
to perform the inspection
• Experience - how many
projects have they done
Time
• Timing – will the
inspection start
• Issue of interim and final
of reports will these meet
the deadline
Cost
• What is included
• What is excluded

36. Process Overview
36

37. 37

38. 38

39. 39

40. 40

41. 41

42. 42

43. Develop and Manage a Punch list Sheet for the Project
Divide the Project into 3 Areas
 Civil
 Electrical
 Turbines
43

44. Meeting your suppliers
 Share the reports with OEM’s as soon as they are final form.
 Collate the defects and send to OEM’s with a defects claim letter - as per notifications clause in
the EPC/TSA contract
 Calculate the commercial significance to the items claimed
Meeting preparation
 Have a hard copy of the reports
 Have a copy of the list.
 Discuss the facts and expect the OEM to provide a written response on the agreed and on the
items not agreed.
44

45. Availability
45

46. Understanding the Bath Tube Curve
46

47. Defining Availability
Availability is a useful parameter which describes the amount of available time. It is determined by
both the reliability and the maintainability of the item. It is the ratio of the (t) values to the total time.
Availability is,
therefore:
A = Up time
Total time
= Up time )
Up time + Down time
= Average of (t)
Average of (t) + Mean down time
47

48. Availability in Contracts
IEC 61400-26 Is a dual view of both the Owners and OEMS’s views
Time Based Availability vs. Energy Based Availability
Time Based =
Energy Based :
48
Measured Availability t = 1 – (
Unavailable Production t
) x 100%_________________________________________________________________________________
Available Production t + Unavailable Production t

49. Normal Exclusions in Energy and Time based Availability
Items Generally in the O&M contracts that are deemed available by the OEM’s
 During any shutdown of a WEC/WTG for the performance of Maintenance Services in accordance of the
maintenance Services),retrofits, or inspections, up to a total amount of xx hours per calendar year;
 While there is a disconnection or shut down due to wind speeds being below the cut-in speed or above the cut-
out speed;
 When there is a disconnection or shut down due to ambient temperatures above or below the operating
temperatures set forth in the Technical Specifications for the WEC/WTG
 When there is a disconnection or shut down due to automatic cable unwinding;
 When there is a disconnection or shut down due to vandalism;
 When there is a disconnection or shut down due to weather conditions that trigger the WEC's protective systems
(including but not limited to the possible formation of ice, lightning, or tornadoes) and during any automatic or
manual waiting or restart period thereafter;
 When there is a disconnection or shut down due to the occurrence of a Force Majeure Event;
 Fire, explosion, lightning which is outside the applicable operating or design parameters of the WTGs , hail
storms or ice;
 An emergency or safety issue on the Project Site;
 ervice Provider being unable to perform or delayed in performing Site Services due to a change in Law;
 SCADA System unavailability to detect and permanently log operating data of a Wind Turbine, or corrupt or loss
of data.
49

50. IEC 61400-26 Part 1
 IEC standard explains in detail the views on Availability from both OEM and Owner Perspective
 Worthwhile reviewing the error codes in the O&M contracts with the IEC 61400-26-2
50

51. Performance Measures in the contracts
51

52. Organization that are veterans at
contracting know that Success in the
deal is not just about cost, but that the
quality of the work that matters too.
They also know it is more than getting
value for money; its about making sure
that the relationship between parties is
productive and not dysfunctional.
Furthermore they know that having a
contract is not an end in itself ~ merely
a means to achieve a desired goal or
goals ( Cullen )
Performance under the contract should be seen in
more than one dimension
In order to maximise performance on your project
need to measure performance of the Services and
manage the relationship.
Seeking a Win Win in an O&M contact will take
time
Performance Measures are in the contracts
52
•Scope Of Works
•Employers Risks / Exclusions
•Payment terms
•Termination / Break for Convenience
•Warranties, Parts & Service
•Limitation of Liabilities
Cost
•Scope of Works
•Service Standards
•Acceptance of Works
•Force Majeure
Technical
Performance
•Intellectual Properties
•Monitoring and reporting
•Obligations of Owners
•Assignments and Novation's
•Dispute resolutions
Management

53. What type of O&M contract?
53
Basic Extended Premium Full Service
Basic Extended Premium Full Service
Services • Preventive • Preventive
• Small Corrective
• Preventive
• Corrective
( Unscheduled Works)
• Preventive
• Corrective
• Availably
Guarantees
Cost • Consumables • Consumable
• Spare Parts
• Consumable
• Spare Parts
• Main Components
• Consumable
• Spare Parts
• Main Components
Source: Bloomberg New Energy Finance Wind Research Note

54.  Applicable Laws
 Site Regulations
 Reference documents
• Technical Specification
• General specification
• SCADA Specification
• Wind Turbine Installation Manual
• Operations and Maintenance Manuals – Elect &
Mech
• Road, carne and hardstand guidelines
 Good Wind Industry Practices
 Good Engineering and Industry Practices
 DIN EN 13306:2010-12
 EN 50308:2004
 Pas 55 Part 1&2
 Availability Warranties
 Service Repair & Warranty Obligations
 Power Curve warranties
 Noise Warranties
What are the basic Service Performance measures
54
Below is a list extracted from around different OEM’s around the globe:

55. Definitions
“Good Engineering and Industry Practices” means the standards, practices, technical methods and
procedures conforming to law and the degree of skill, diligence, prudence and foresight which would
normally be expected from a skilled and experienced service provider in the area of providing repair and
maintenance services on wind turbines, including the International Electrotechnical Commission’s (IEC)
recommendations for electrical works.
“Good Wind Industry Practices” means in relation to an undertaking, obligation or any performance of the
services by the OEM / service provider the exercise of the degree or skill, diligence and prudence which
could be reasonably and ordinarily be expected from a skilled and experienced maintenance service and/or
repair contractors who is engaged in the maintenance, service and/or repair of Wind Turbine Generators and
electrical works and civil works and associated equipment of a comparable size and complexity to the WTG
works and who performs its services in a manner consistent with the Applicable law and all applicable
industry codes, practices, standards and guidelines
55

56. Production Performance
56

57. Relative Power Curve
57

58. Pareto Analysis
58

59. Pareto Analysis
59

60. WTG to WTG Monitoring
Project League Turbine Rankings – Rank and rate the performance on two aspects. Production and
then Availability. Start to correlate and monitor Turbines that are working hard and those not.
Value in correlating trends across turbines – Watch the gearbox Temp trend and Pitch angles along
with Power and Wind Speed
60
0
1
2
3
4
5
80
85
90
95
100
T1 T2 T3 T4 T5 T6 T7 T8
Avail Prodcution

61. Balance Scorecard – driving performance
61

62. Operations Improvements
Operations Improvements can take on an almost infinite number of different forms but
will almost certainly align with one or more of the generic performances criteria
 Speed
 Cost
 Quality
 Flexibility
 Dependability
62
Cost
Speed
QualityFlexibility
Dependability
Cost
Speed
QualityFlexibility
Dependability

63. 63
Overall
Strategic
Objectives
• Market Strategic objectives
• Operations Strategic objectives
• Financial Strategic Objectives
Functional
Strategic
measures
• Customer Satisfaction
• Agility
• Resilience
Composite Performance
measures
• Quality
• Dependability
• Speed
• Flexibility
• Cost
Generic Operations performance
measures

64. Balance Scorecard
 The Balance Scorecard approach – as well as including financial measures
of performance measurements systems, scorecard attempts to provide the
important information that is required to allow the overall strategy of an
organisation to be reflected in specific measures. It includes more
operational measures of customer satisfaction, internal process,
innovation and other improvements activities.
 The balance scorecard attempts to bring together the elements that reflect
a business’s strategic position, including product or service quality
measures, product or service development times, customer complaints.
Labour productivity etc. At the same time it attempts to avoid performance
reporting becoming unwieldy by restricting the number of measures and
focusing especially on those seen to be essential.
64

65. Helping the OEM to see that this is your view on their company will
help them
65
Overall
Strategic
Objectives
Internal
processes
Customer
performance
Measures
Financial
Performance
Internal process
performance
measures

66. Using the Balance scorecard
Guideline
 KPI’s must be linked to the performance and linked to what you need to address
with your OEM’s
 Rankings can be subjective however seek balanced views
 Gather the facts and be able to show where the improvement is needed.
 This is a scorecard and as it is not linked to the contract there are no commercial
impacts – be collaborative in your approach
 Question the scores from your team member – don’t allow one persons view
damage the long term relationship with the OEM
66

67. What KPI’s to use in the BSC
 Technical Performance
 Technical Competence
 Responsiveness
 Environmental Health and Safety
 Management
 Logistics
 Project Management
67

68. Examples
68

69. 69

70. 70

71. Where to Next?
Build your own BSC
OR
Do Nothing
OR
Take a copy of the one provided and Improve on it!
71

72. Insurance
72

73. What can go wrong will
73

74. What can go wrong will – Plan for it
 Transformer failures
 Failures in Substation
 Lighting strike
 Weather induced events
 Fatigue/ Cyclical failure on rotating equipment
 Copper Theft
 Electronic equipment failures
Minor failures that escalate to larger losses – e.g. A combination of failures resulted in an over-
speed of the main rotor. Resulted in overloading of equipment, causing a fire and destruction of the
all equipment in Nacelle and Blades!
74

75. What is an insurance package built on
Insurance companies want to fully understand a risk to quantify the risk exposure.
Disclosure is important
• Technology risk
• O&M contracts
• Project design and service history.
• PPA contracts
• Previous claim history on each project and subsequent improvements
• Event history – notes and SCADA data
• Site Assessment form .
Understanding how your company manages the assets will determine the amount of cover and
the excess that will be carried by the project
Effective Transfer of Information n will allow insurers to control premium, ensure the correct
insurances are in place and also to ensure superior claims management.
75

76. Key components
Need to understand the following aspects of the project
 CAPEX cost of the Project vs. the Total Investment cost. Used to work out
replacement costs.
 Production estimates
 Key replacement costs from the OEM’s
 Lead times
 Deconstruction costs and timelines
 Construction times for new parts
76

77. Replacement costs
The cost of replacing, repairing, constructing or re-constructing (whichever is the least) the property
on the same site with new property without any deduction for depreciation.
Property Insured includes:-
Turbine towers, blades, gearboxes, generators and their associated transformers, switchgear,
cabling, telecommunications devices and controlling computers, accessories and appurtenances
thereto.
Buildings and generator housings incl. fixtures and fittings sanitary ware and glass therein and
thereon, extensions, annexes, outbuildings, walls, gates, fences, security apparatus/devices and
hoardings
Office machinery and equipment, roadways, hard-standings, foundations and ancillary works.
Also you need to think about :
 Professional Fees / Legal Costs
 Debris Removal & Site Clearance Costs
 Roadways, hard-standings, foundations and ancillary works
 Public Authorities
 Emergency Services Charges /Fire Extinguishing Expenses
77

78. Business Interruption
Business Interruption – consider Total Loss
In the event of an insured catastrophe occurring at the site what is the total period required to
rebuild when you take into consideration the following factors:-
 Site Clearance/Debris Removal
 Planning Applications
 Local Authorities requirements
 Professional / Legal Fees
 Would Procurement be required in the event of re-construction being required.
 If required to re-tender the works. How long would this take us?
 Lead in time on key pieces of Plant / Machinery
 Impact of Seasonal Access
In working out the Business Interruption cover consider the max time that the Project might be
without revenue
78

79. Claim Handling
79

80. Package Policies
 Protect you interest and investment at every stage of the development
 Marine Cargo / Marine DSU
 EAR / DSU
 OAR
 TPL
80

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