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Turbine Removal, Project Delays, Mining Rights – The High Costs Plaguing Wind Projects

This week we discuss Enel removing turbines from Osage Nation land, Dominion’s 2.6GW offshore wind farm, delays and fallout from offshore wind projects in MD, NJ and NY, the impacts of long project timelines, energy trading opportunities in Denmark, and differences in mining rights between the US and Australia.

Sign up now for Uptime Tech News, our weekly email update on all things wind technology. This episode is sponsored by Weather Guard Lightning Tech. Learn more about Weather Guard’s StrikeTape Wind Turbine LPS retrofit. Follow the show on FacebookYouTubeTwitterLinkedin and visit Weather Guard on the web. And subscribe to Rosemary Barnes’ YouTube channel here. Have a question we can answer on the show? Email us!

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Allen Hall: Okay, Rosemary, over in Turkey, there was an interesting flight. So they were headed from Istanbul to Riyadh, Saudi Arabia, and the passengers, weirdly, heard somebody in the cargo hold. Yelling for help and I thought oh my gosh. This is a horror movie scene. So the passengers Alerted the evidently the flight attendants or the stewardess is there and then they went to the cockpit and told the pilots Hey, wait, there’s somebody stuck in the cargo hold and They diverted the flight and when they got on the ground, they couldn’t find anybody.

Rosemary Barnes: Anymore.

Allen Hall: Oh, anymore which is what didn’t what the stories indicate.

Rosemary Barnes: Isn’t that the obvious Unless someone hit a tape recorder in a loudspeaker in their bag, I would like to think that’s what it was, but it doesn’t really seem you can divert the flight, but that’s surely only going to reduce the risk of harm to this stowaway by a tiny amount.

Once you’ve gone up to Altitude and gone down again, the landing gears come up and gone down and then, yeah, that’s horrible.

Allen Hall: Yeah, if they’re in the landing gear area, that’s not a good place to be.

Philip Totaro: If it was a stowaway, because there have been cases where baggage handlers have sometimes, unfortunately, been, like, caught in the plane.

And that’s happened even in the United States. It’s extremely rare, thankfully, but that does happen. But to land after everybody’s this is like a Twilight Zone episode, Allen. Everybody’s like hearing a knock on the thing, and somebody crying for help, and then there’s nobody in there?

What’s going on? Ghosts?

Allen Hall: That is so weird.

Rosemary Barnes: Was the Twilight Zone always so gruesome? I don’t know. This is the way to start in a high note for the episode Allen.

Allen Hall: I just thought of you when I was thinking of Rosemary when she flies. She’s got to fly for 14 hours at a time. What do you do when you’re over the Pacific Ocean and here’s everybody knocking from the cargo hold?

It’s that is a horror scene.

Philip Totaro: Hopefully you don’t, jeez.

Allen Hall: My, my first thought was hopefully it was like a cat or a pet that, sometimes cats can sound like humans and make that kind of helping noise or a bird or something, please let it be something like that. But Rosemary had to go to the human level and scare us all.

So there you go.

Philip Totaro: Gaslighting Rosemary again.

Allen Hall: All right, Rosemary, Equinor. Has entered into an agreement with BP to independently pursue separate offshore wind projects under bids for those New York actions that are going on. BP is going to take full control of Beacon Wind off the coast of Long Island, and then Equinor is going to take Empire Wind.

Which is right nearby. The deal provides both companies flexibility to pursue priorities, obviously, for their individual corporate strategies, so they broken the ties financially. This has financial impacts, though, Phil. Equinor is expected to have a write down of about 200 million, and I think BP is talking about a 600 million Right down at the moment.

This is more of the fallout, I think, from the Ørsted, New Jersey situation where a lot of these projects are not taking place and everybody’s trying to find their financial footing. Phil?

Philip Totaro: Keep in mind, too, that these were part of a portfolio of projects where they wanted to renegotiate the power purchase contract prices.

They were blocked by the state of New York from doing that. And I guess this is the easiest mechanism for each company to just go and pursue, split the projects where they were co developing and just pursue them independently. Although, to be honest, the indications that we have on the new bids are that, they’re gonna end up being about 170 a megawatt hour, up from around 120 per megawatt hour in the first place.

Anyway, so That’s, this goes back to, I don’t understand why they didn’t just negotiate, why did they force the rebid? And then, I’m also slightly confused about the divorce from the perspective that normally you bring in a partner on a project because it defrays, it’s a risk reduction, right? It defrays.

Some of the cost of and some of the liability associated with doing any one single project phase. I don’t know. It’s a bit of a curious one. Although again, yes, you’re right, fallout from, what everybody’s been feeling and saying, which is, Inflation bit, interest rates are still too high.

Everybody’s waiting for interest rates to come down, which we expect to do sometime this year. And when that happens, a 170 to 190 bid is gonna look a lot more competitive than the original strike price that they had, around 120.

Allen Hall: Wow. Cause this has fallout in other places like New Jersey, right?

New Jersey approved two projects leading light wind and attentive energy offshore. In the round three of offshore solicitations, both projects are going to be located really far offshore, 40 miles. And what they’re saying in the New Jersey press is that you could barely see the tips of the blade because of the curvature of the earth, there’s just very little of the turbine you’re going to be able to see.

It’s so far away, it’s going to, those two projects are going to be about 1600 megawatts, which should power about a little over 1. 8 million homes. Now a couple of things about this project, Phil, both projects is the PPA prices seem really low. So leading light is about 112 a megawatt hour and attentive is about 131 a megawatt hour.

And based upon what we’re seeing in New York, where 170, 190 is probably the range they’re going to end up at. That’s a huge delta. So have Leading Light and Attentive left a lot of money on the table, or are they going to be in financial constraints here, or are they going to have to back out? Because if somebody’s going to pencil this and figure, and do the counting and realize we’re going to come up short, right?

Philip Totaro: It’s, you know what, it’s interesting because what, what happened with, the companies that pulled out, so like Ocean Wind One some of the other projects in New York, where they pulled out of the existing, even Massachusetts for that matter, where companies have pulled out from the existing power offtake contracts they had, they did so because Interest rates were too high.

Now, what I think these companies are doing is because of the current development stage that these projects are in, which is to say they don’t have federal approval yet, they don’t have state approval for the electrical cables and interconnection and all that sort of thing. They still need to go through all their vital environmental permits, et cetera, et cetera.

So given the state that they’re in and given the anticipated reduction in interest rates, I think they’re betting on, although it is a bet, but I think they’re betting on, inflation and interest rates coming back down and the cost of money is going to make for a more attractive project where they can go back to quote unquote, normal.

prices between, 112 to 132. That said, it’s still, it’s, would still be on quite the low side of things especially for New Jersey where, you know, some of the previous projects had power purchase contracts that were already more expensive than that. So You know, I it’s good news for New Jersey, and New Jersey ratepayers.

They are correct that you’re theoretically not going to be able to see the turbines if they’re 40 miles offshore, but it’s also a more expensive development project when you factor in the extra cabling that needs to go all the way out there versus Something that was closer.

Allen Hall: So it’s the cables, it’s the jackup vessels being further out, everything’s further away, it takes more time to get there and to get back.

It adds a lot of cost to the project. And then, it adds wakes, right? Cause they’re on the back side. Of that byte region, right? So the, I thought this is one of the worst wake sites. So if they have development in front of them, the power they were expecting is probably lower than what they had originally calculated, I would assume.

So this project is, seems fraught with risk. It doesn’t make any sense.

Rosemary Barnes: Has anybody asked the Flat Earth Society for their comments on this? If the turbines are going to be invisible due to the curvature of the earth, what’s the, yeah, what’s the response?

Allen Hall: The moon landing didn’t happen.

So here’s the other rub Rosemary? I think being that far away sets us precedent because what New Jersey is telling everybody is you’re not going to see the turbines. So the expectation will be you’re not going to see the turbines. And if that’s going to be the general rule, then some of these sites that are a little bit closer where you can see more of the turbines will, be the less attractive ones.

If New Jersey is going to go down this pathway, it does seem odd, doesn’t it?

Rosemary Barnes: Yeah, I don’t know. I think maybe the first few projects, while people are, it’s such an unknown and. People are really concerned. It’s hard to look at a, artist’s impression of what this wind farm will look like from the shore and, figure out if it is going to bother you or not.

And seems at least plausible to me that as you have one project and you’re like, Oh, you can’t even see that at all. 40 miles is, like more than enough. And then maybe the next one’s 30. And then. 20 and, people are actually happy to see blurry wind turbines in the, in, on the horizon.

It turns out so yeah perhaps it’s smart to start off just super conservative and come in. But yeah, like you ran through some of the challenges of putting them far offshore. I would assume that wave loads would be higher out there as well. Yeah, just, it does seem excessively difficult, but I think, just get a few projects done and, maybe they’re not the, best engineering project, the cheapest that it could have been.

Yeah, the absolute best cited, but at least they’re there and it gives people, something to some sort of like foothold for the industry and something that developers can refer back to when people are concerned, have concerns about the unknown with a new development, they’ll be able to say in this one.

This is how it worked and maybe it’s the only way to actually get started because it does seem like the U. S. industry is really having a lot of trouble just building up some pace and moving forward.

Allen Hall: Does that indicate trouble down in Australia? If the United States do this on, does this on the East coast, is the star of the South that far offshore in Australia?

Is it 30, 40 miles out? I thought it was a lot closer.

Rosemary Barnes: I can’t remember. I don’t know. I wouldn’t I wouldn’t like to guess at whether Australians are going to be more bothered by offshore wind than Americans. My instinct would be that Australian, Australians culturally are somewhere in between.

The USA and Europe. Europeans totally fine with it. Americans, a lot of them seem to hate it, or at least a noisy minority hate it. So I would expect Australians to be more, more bothered to some extent, but I’d be surprised if they’re more bothered than the US.

Allen Hall: So down in Maryland, they’re having the same problem.

Ørsted is withdrawing from the skipjack. One and two projects in terms of getting the credit application in because they don’t think those projects are viable due to inflation and high interest rates and the supply chain issues. What Ørsted is going to do is basically continue on with the, all the other work that’s going to happen down in Maryland.

It’s about a one gigabyte project. But so they’re going to continue some of the development, like slow roll it a little bit until they can find a better PPA. Is that a smart move, guys? Is just waiting out, like New York realizing that the PPA prices are going to be 170 to 190, does it just take time for Maryland to realize that’s what it’s going to be down there too?

And then this all comes together?

Philip Totaro: It’s interesting because it’s not necessarily going to be the same prices in different states. Depending on the level of competition that you have from conventional power generation as well as onshore renewables, You may not have the same price range that you do in the Northeast.

The further north you go in the Northeast in the United States. Usually, the more expensive your electricity rates are. Just because of transmission lines, et cetera, et cetera, the, say, permitting, et cetera. The projects in New Jersey, both Leading Light and Attentive Energy 2, had the opportunity to potentially bid into New York, where they would have theoretically gotten a higher price.

But they chose New Jersey because they want to get steel in the ground, and I’m wondering if that has to do with PTC or ITC credits and just, getting things going as opposed to continue to wait for, the potential and possibility of a higher price. Again, I, like I said, I think they’re gambling and I think with Ørsted, with Skipjack, they’re also gambling that, the market’s going to turn around into a more favorable state.

Where, theoretically, they can get offtake in Maryland, they can get offtake in New Jersey, they can also get offtake in Delaware, or you could do something with the government and get offtake in D. C., or Virginia, theoretically, Northern Virginia depending on where they want to build transmission lines, this is You know the strategy that I think Ørsted wants to employ is more of a wait and see or let’s find out if offshore wind in the United States takes off and then somebody just buys this redheaded stepchild of our U.

S. offshore wind development portfolio out from under us.

Allen Hall: So let me ask you this question, because it’s an obvious question, but if you had signed a PPA and you get the project developed and you realize, Hey, this project is not making the money we thought it would, could you cancel the PPA and then go to New York and say, Hey, we’ve got all this power, we’re ready to go, just drop a cable in the water and we’ll sign a new PPA with you guys and move on?

Is that a thing? Is that possible?

Rosemary Barnes: But the point of a PPA is that you do know your revenue because it says the amount that you’re going to get per megawatt. You couldn’t be, you can’t be surprised in that sense. It’s, you might split your amount of generation that you’re expecting to get and have some of it accounted for the PPA and some of it you’re going merchant.

You’re at the whims of the market and so you could be surprised by the merchant part of it. But I can’t see how once the project is completed, I can’t really see how you’d have any surprises with the PPA part of it to the extent that would allow you a reason to get out of a contract.

Phil, more about this than me, but. I think it’s like the opposite of what a PPA is aiming for.

Allen Hall: But this is the opposite of an onshore project where you’re stuck in a state and you pretty much know you’re going to offload it in a specific way. On these offshore projects, because you’re in federal waters, you’re not specifically tied to a state.

Could you walk away from a PPA?

Rosemary Barnes: You might not be metaphorically tied to a state, but you are physically, you have to be tied somewhere. You’re not going to just build, like a number of grid connections to hedge your bets. I don’t think that’s going to work out well for anybody.

Allen Hall: Belgium did that, right? So Belgium tied four wind turbine projects together, right? So they had a wind turbine cable, a feeder cable break, right? And because they were tied to in a grid system, they could offload their energy a different direction, right? And they had two connections. So…

Rosemary Barnes: I guess it would makes Since if you are located between two markets, you connect each way and then you can, have a interconnector as well as the, wind farm generator and you’ve got some sort of hybrid business model.

It’s not a bad idea.

Philip Totaro: To go back to Allen’s question, we can technically, as an owner operator, if you want to break your PPA contract, you can do it. There are penalties. And it just comes down to math, whether or not you can get a better deal from another state. That said, if you’re in if you’re still in the development phase, and you want to pull out of one, even though you might have assigned PPA, if the project hasn’t been built yet, you’re gonna pay penalties, but they’re gonna be less than if the thing’s operational, because then there’s an expectation that power’s being delivered.

But yes, you could theoretically do that if Ørsted wants to try to run a cable, From Skipjack all the way up to Massachusetts or Rhode Island or something, they could do that, sure. If they want to, if somebody’s gonna pay for that.

Allen Hall: Yeah I don’t know what, why wouldn’t they?

Philip Totaro: I, they could try, I don’t think anybody’s gonna pay for that.

That’s the problem, I don’t, who’s gonna pay for that?

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Okay, so this is the discussion that’s happening up in Denmark. So then that Bloomberg article that came out a couple of days ago, they were talking about. Basically energy traders up in Aalborg and Aarhus and Rosemary’s old neighborhood that are all Mark Zuckerberg in some office someplace doing energy trading and making hundreds of millions of dollars on the energy trading market.

It wouldn’t shock me if somebody had two cables coming off an offshore project and wherever they got the best price that day is where the energy is going. That would not shock me. I think that, that possibility is becoming more clear as they have trouble signing these long term agreements and realizing these projects aren’t as profitable.

Philip Totaro: But if you sign a fixed power purchase contract with somebody for offtake, there’s a certain amount of offtake that you’re guaranteeing. And then if you want to sell the rest of the power above that in a merchant market, you’re allowed to do that as the owner and operator of the project. But, it, that’s what kinda comes down to how do you set up a hedge strategy because there are necessarily gonna be days when you don’t meet your daily offtake requirement and you’re gonna have to buy power.

And this happens, by the way, even in onshore wind or solar or whatever, you have to buy power from a conventional power generator, usually with coal or gas or whatever. to make up the difference in whatever you were supposed to deliver under your off take contract. Yes, it’s theoretically possible to do what you’re suggesting, it’s just not trivial to do it, and it might make sense in Europe, where the cables, even though they’re in, serving multiple different countries, and there’s a mesh network and whatever, the cables are necessarily a lot shorter.

I think the longest export cable in Europe right now is something like, maybe, Between 50 and 60 kilometers. You’re talking about building 300 to 400 kilometers worth of cables, export cables to be able to handle all the different permutations of, I’m going to have a project down in Virginia, but I’m going to sell power to Massachusetts.

I don’t think it’s practical. And that’s why I’m saying it’s unlikely that happens in the U S it’s frankly it’s reminds me of the debate we have about like the train system that we have in the United States. It’s it works fine in like the Northeast. But the reason we don’t use commuter trains a whole lot in this, the middle part of the United States in the West is because it’s just too long of a distance between point A and point B.

It just doesn’t make sense to be able to do that.

Allen Hall: Rosemary, I still think we should open an office in Ahlberg and make some money on this energy trading business. I think there’s, I think there’s a future in that. And speaking of futures, did you also see that Dominion Energy received federal approval on their Dominion Wind?

Project which is a, which would be the largest one in the United States. It’s a 2. 6 gigawatt project. So they’re going to start building that soon. I think it’s going to be complete. I think the number, the latest date I seen is 2026, which is relatively close. So why is Dominion so easy and all these other projects are so difficult?

Philip Totaro: They’re their own power off taker, and which means they have no one to renegotiate with except themselves and. They also put a project budget in place, which was 9. 8 billion dollars for a 2. 6 gigawatt project. Which is a preposterous number. Now that does include transmission, however, that’s still they put a lot of extra margin in that project budget that they may not end up spending, but they’re building a project for themselves, so they don’t have anyone else to haggle with about power offtake.

Allen Hall: So the answer is to own both sides of the equation. Be the energy creator and the energy user. And that’s, and they get the state to back it up.

Philip Totaro: That’s the problem in New York and New Jersey. The utilities in New York and New Jersey and Connecticut, Rhode Island and Massachusetts for that matter, don’t want to own the projects or co own the projects.

They had the opportunity to, if you remember. PSEG in New Jersey Eversource, as you just mentioned. They are pulling out of these projects because they don’t think they’re gonna make money. And it could be that, again, Dominion just did a better job of putting the budget in place. Yeah I’m befuddled as to why more utility companies in the US don’t the benefit of a fixed price, power offtake contract that is well hedged.

Allen Hall: How does Avangrid look right now? Remember, they were one of the first ones to pull out a projects up in Massachusetts and they had a, like a $77 megawatt hour PPA. Now we’re talking about $170 megawatt hour. PPAs, they look like geniuses right now, don’t they?They got out early.

Philip Totaro: Yeah, and everyone was critical of it at the time, but again, as Inflation continued to go up and interest rates continued to bite and it’s trickled down into, supply chain costs and vessel availability and all these other things.

It’s just created a scenario where These companies, at the end of the day, are doing the right thing, because they can’t just build on profitable projects unless they’re gonna get some huge government subsidy to be able to do it, and nobody wants to see that, really. We don’t even want to see that in the industry.

We want projects to be able to operate profitably, and But, as we’ve talked about, I don’t know how many times now, if you have, natural gas or coal, and the price of natural gas goes, wildly out of sorts, then guess what? The power purchase contracts that they have in place is that the customer pays for that.

This is a different animal where you’re signing a fixed price contract and you have to make sure that the fixed price that you’re getting is profitable for, all potential scenarios, high inflation, low inflation, high interest rates, low interest rates. You have to make sure that the project’s going to necessarily work financially.

Otherwise it just doesn’t make sense. And that’s why the projects where the developer has pulled out are projects where it just doesn’t make sense at the price point that they struck when they struck the deal a few years ago. Now, the reality of this is. That we can have this debate about whether pulling out or not is a good thing.

But the fact of the matter is, these developers thought that was a fair price at the time and had the permitting not taken absolutely forever, then these projects would have already been under construction and nobody would have been pulling out of anything. Okay, if these projects were already under construction, then you wouldn’t, we wouldn’t even be having this whole debate.

And it’s just preposterous where the state holds no liability or culpability for the fact that their development process is ridiculously kludgy. You’ve had both New York and now places in New Jersey where they, and even Delaware and Maryland, where they’re highly resistant, if not outright blocking.

Transmission lines from being built to, to offtake the power. You can’t have it both ways, is the point. These state governments need to get out of their own way and let the market work and let the developers work.

Rosemary Barnes: Have you guys read that book, How Big Things Are Done? How Big Things Get Done?

Allen Hall: Yes.

Rosemary Barnes: That’s one of the key points that the author his name, Bent Fubier, he’s the Danish guy, but one of the main points that he makes about what causes like really huge overruns in budgets and timeframes is project duration. That’s one of the biggest risks because the longer that your project goes on, the more likely you are to have some, black swan that’s out of your control.

Like you can’t control something like a pandemic or, an earthquake or a change in government or hostile government. Those are all out of your control. But the more years that you drag on your project, then the more likely that you are to have something like that happen. And I think that was one of the big lessons that I think that, it would be good if organizations that have some say in, that are working with really big projects like transmission and wind farms and any other kind of energy infrastructure, that’s a lesson that they could definitely learn from that book is that, like you, you spend your time, you plan properly, but once money is getting spent at a decent rate, you move forward.

Very quickly through when you don’t, you minimize the amount of time that you spend on the actual construction phase of a project. And then you’re, yeah, you’re less likely to end up surprised with big cost or timeframe overruns.

Allen Hall: It’s Econ 101. Time is money. Gotta get the projects done.

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The United States vs. Osage Wind LLC in the Northern District of Oklahoma awarded a permanent injunctive relief in favor of the Osage Nation. And the United States against the wind turbine farm developers in the form of ejectment, which means they have to remove all the turbines.

Ejectment is a funny word for removing your turbines. Osage Wind is owned by Enel. Now, alright, so let me give you a little bit of backstory here because this has so many implications in the United States that I don’t even know if the courts understand what they have done. So in 2011, the Osage Nation sued to block the construction of the wind farm, but they lost in the construction of the farm again in about 2013.

All right, Osage Nation has a different sort of category in U. S. law. So back in the early 1900s, the Congress severed the surface rights from the mineral rights. So the mineral rights were allotted to the Osage Nation. Okay. So just remember, there’s sort of two things going on in here in parallel, surface rights and mineral rights.

So the thought was like any oil or gas underneath the ground would belong to the Osage nation. Certainly fine. Okay. So that means you can’t just go ahead and start. Going on at Osage Nation if you own the surface rights, you can’t start putting an oil well there because you don’t own what’s beneath the surface.

Okay, so when the wind farm was built the Osage Nation started suing them the wind farm, and the United States government on behalf of the Osage Nation was doing all the prosecuting there, going to court, and they got them the court to agree that because And now, when they dug the foundations for the wind turbines, they dug up some rock.

They took that rock and they crushed up some of that rock and used it as a foundation. The fact that they used, they dug up rock from that site, used it in a commercial purpose means that they have done mining on Osage Nation property. And then we need a mineral lease. So they got to the, they got to the penalty phase and boom they convinced the court to remove all the wind turbines.

Now, Phil, this has a huge financial impact on Enel on a farm that was, is not that old, really 10 years old. So it’s probably in the realm of a repower realistically. They weren’t planning on it, but when you have to take everything out, like they’re telling them everything must be moved away, towers, turbines.

Transformers, pads, I assume pads at the same time, cables, everything’s got to be removed. That’s a huge expense, right?

Philip Totaro: Yes, and Enel’s come out and estimated that it’s going to cost them about 260 million. If not more, to be honest, because I think they’re likely to see, overruns and, with that because anything that they’re gonna take out, the question is then, do they have, they’re not necessarily re crushing any of the rock and then putting it back in the ground again, so presumably they’re gonna have all the permits they need to be able to do this.

But it’s interesting what you also just mentioned, because there, there’s first of all, let’s also talk about the fact that in addition to the 260 million that Enel thinks it’s going to cost them to do this the Osage Enel for damages, and there’s also a third implication financially, which is that Enel was actually created a a beneficiary fund for the local school districts and other people that were around the leased area eh, of the, of this wind farm who are now not going to see millions of dollars in revenue that they would otherwise be getting from the wind farm over the remaining, eight or nine years.

That thing was planned for. So the challenge here is that, it’s obviously, they can still theoretically appeal this ruling, although this has been in the federal district court, so the only way they can appeal it is to go to the federal, or the, I’m sorry, the U. S. Supreme Court. It’s unlikely that they have the grounds to be able to do that, although they could argue.

The following, which is, how do you not, how is anyone who is any kind of an EPC contractor, and I don’t care if it’s wind or solar or whatever, how is anyone that’s working on anything in the Osage Nation not mining? Because if you’re digging anything up, you’re necessarily going to pulverize some of the rock and put it back, or some of the whatever, dirt, something, put it back.

That would necessarily have to be considered mining. But the aspect that you just mentioned, Allen, that I think maybe takes this out of the realm of being totally preposterous, is the fact that it’s the Osage Nation that has this separation between the surface rights. And the underground mineral rights, or the, anything underground.

And that wouldn’t necessarily be applicable everywhere else in the United States. Look, the Osage Nation, I don’t quite know how big their, in terms of land mass and square miles they own, but And it’s a decent chunk and this, 1NL wind farm is not even the only one that touches the Osage Nation land.

So there’s, theoretically presumably other projects already had a permit or, for the mineral rights or it was deemed unnecessary or whatever. Because this one project has been a thorn in everybody’s side for a long time But yeah, I don’t this is a strange one But again, I think it’s brought on by the fact that it’s this unique scenario where They decided to, and to the nation’s credit, the Osage nation’s credit, they were able to segregate those rights because, the fact that there’s a lot of oil and gas mining in in Oklahoma, in that area that they own gives them the opportunity to commercially exploit that for their own end.

It’s just a, it’s a bit of a weird one.

Allen Hall: Does this roll into other wind projects that have maybe done something similar? I don’t know necessarily that the surface rights and the mineral rights are separate, except maybe in federal land. I think, isn’t that the case in some places around federal land and maybe in some states it’s like that?

I think the way England is set up is like that, right? Just in the crown on everything below the surface. But it does make you go back and wonder are you going to run into this problem again and again, especially once it’s established precedence in the court in the United States, then everybody else has to follow this practice.

I do think with Enel, the, at least in the press, the articles I saw said Enel would not deal with the Osage Nation for getting mineral rights because they didn’t think they needed it. And I think a rational person would say, I need to put a foundation in the ground. This is surface. I’m not using the rocks for any commercial purpose.

I’m not like selling the rocks or I’m not drilling for oil. Why would we need to go get mineral rights from the Osage, but to the letter of the law, it looks like they did.

Rosemary Barnes: Is it the same group that they would need to negotiate for the surface rights and the mineral rights?

Allen Hall: No, I don’t think so.

Rosemary Barnes: Because if it was the same owners, you’d have to say that’s pretty pretty dishonest to grant surface rights, knowing that they weren’t really allowed and that they would have to pull their turbines out after they built them.

Yeah, but if it’s different groups, then I guess it’s not the case.

Allen Hall: This court case has been going on for almost ten years.

Rosemary Barnes: Oh, at least they got half of their lifetime then out of the wind farm.

Allen Hall: But still the expensive part is the removal piece where they have to remove all the pads and everything else.

That’s going to be a lot of work on that site to get that done.

Philip Totaro: That project, based on our own analytics of looking at their power generation, their PPA price and their, the CapEx that they spent, that project has not yet broken even. and was not slated to break even until another five years or so.

So the thought was, when this originally came down, the thought was, why don’t they just try to appeal to at least stretch out the project to the point where they break even and then, yes, they’re going to still have to spend all this money to dismantle, but it’s money that they were already going to have to spend because it was budgeted for decommissioning.

The reality of it though is, just like everyone else who’s life extending or repowering, doing some kind of partial repowering of their project to requalify for the PTC, I think that’s the reality is if you can leverage the electrical infrastructure, the towers, the foundations that are already in the ground, And you just want to re nacelle and re blade your turbans, that’s a pretty easy way to just get, an extra at least 10 years out of this project and a ton more PTC revenue and PPA revenue.

Allen Hall: This has a really interesting connection to the federal government’s some say overreach into the state’s activities, right? The case that the federal government became a huge bureaucracy, was back in Indiana. It was in Indiana, Phil, right? With the farmers in Indiana, where they weren’t selling they wanted to sell their product within the state and, or decided not to, and they wanted to sell their product in the state, and the federal government said we can control that, what you, how you do that, and it went to the Supreme Court, and the Supreme Court eventually ruled, the mere fact that you.

Don’t sell it across state lines is commerce. Therefore, the Commerce Clause came into effect where, the mere fact you do nothing, and I feel like in this case, Enel feels like they did nothing, they still got penalized, right? And so we have the huge government bureaucracy on the federal side because of the Commerce Clause.

This feels very similar to that. The mere fact that you could have brought in rock and put, made those foundations and not have this happen if you had the, just because you use the rock that came out of the ground, crushed it and put it right back where it came from is a commercial purpose, therefore defined as mining.

If you’re brought in dump trucks full of CO2 emitting. Vehicles to go dump rock into those holes. They would not have a mineral rights problem. Am I right about that?

Philip Totaro: Yes, and that’s actually what’s a little concerning from the case law standpoint of this is you’re setting this legal precedent now where You know it’s questionable whether or not again in other states which may have segregation or federal lands which may have segregation of surface rights versus, underground and or mineral rights.

You’re necessarily talking about a situation where this can reoccur. Because this has now been established in federal district court, this can be made applicable to any other federal district. So you’re setting a pretty dangerous precedent where there are projects where people can go back retroactively and say, will you mind our project site?

On our, our without lease rights, without mining lease rights, you had lease rights to, to build the wind farm, but you didn’t have mining rights. Now that also begs the question, are other developers securing the mining rights when they know they’re gonna, if they know they’re gonna need them?

I don’t think that’s been happening, but it’d be curious, maybe we can get a developer on the show in the near future here and figure that out.

Rosemary Barnes: If this information was known or expected by anybody, obviously the only reason why these mining rights are super valuable now is because they have to remove the wind turbines to make it right.

But if they knew this upfront, the cost of the value of the mining rights is only the cost of bringing in gravel or, like it’s not significant. I was. If it was known ahead of time, which is why it’s so cynical, like it was never valuable except for a, this like gotcha loophole that they’ve found.

And so it’s only relevant to people that already have projects. Anybody in the future can just say yeah, I’m going to bring in a truck of gravel and everything’s fine. So there would be no point in asserting your mining rights.

Allen Hall: So the mineral, I think Rosemary’s nailed it, the mineral rights are only worth the rock.

You put in the hole. That’s it.

Rosemary Barnes: Ahead of time, but after the fact, they’re, like it’s extortion, basically, and I can understand why they don’t want to pay. They’ve got their arm twisted behind their back, and it’s you’re going to have to remove this you’re going to have to remove your whole wind farm unless you pay us what you want, what we want.

And that value is much higher now than it would have been if they had. being up front about this right at the start of it.

Allen Hall: It’s I think they were, right? So I think, I give the Osage Nation due credit. I think they were complaining about this from the very beginning, right? So this was a starting point and they did find an avenue when the United States government agreed with them and that’s why we have to, that’s why the government, the United States has pursued it.

But Enel’s point of view If they did the calculation you just did saying it’s worth a pile of rocks, all right, here’s 50 bucks a hole, or 100 bucks a hole, this is all we’re going to pay you, and the Osage Nation disagreed then you’re stuck then you’re in real trouble, but I can see it from Manel’s point of view, like that is not worth any value, and I shouldn’t be paying you a lot of money, I think Osage Nation didn’t want the wind turbines there to begin with, this is a way to eliminate them, clearly but it does have, to Phil’s point, Much broader implications not in Oklahoma, but all over this, right?

It could be well beyond the window street and it could be in all over the United States even in waters Phil think about the offshore Waters same thing there.

Philip Totaro: Not necessarily because the lease rights are entirely Orchestrated by BOEM unless you’re in State waters, which I believe the border only goes up to three miles offshore Yeah, which cables yeah, but you’re not all you’re doing is burying the cable I don’t think that actually counts as because you’re also dropping rock bags You’re not you’re trenching but it’s not you’re trenching whatever like three meters or something below the surface It’s not well, I don’t know although again, maybe that constitutes mining.

I don’t know now and see now you’ve opened a can of worms Maybe that constitutes mining now. This is the problem because now you’re creating a legal definition of what actually is mining, how deep is the surface, below the surface, oh my god yeah, I’m actually, I’m curious, though if this is similar or different to Australia, because certainly mining there is the number one industry, but it doesn’t sound like The same precedent would be applicable.

Rosemary Barnes: It’s really different. One main difference is in Australia, only the Australian government owns the mineral resources. So it’s not like you can’t strike it rich by discovering oil on your land in Australia. And then in terms of Indigenous people, there’s two different kinds of land rights. In Australia there’s land rights where the mining company would have to negotiate to get permission to mine.

And, but then once they’ve got permission, they don’t really get to say, pick and choose, like what happens. And then there’s native title, which is the, traditional recognition of traditional ownership of the land. And that’s a lot less like ownership of the land. So they have the right to negotiate with the mining company, but they don’t have the right to veto a project.

But I was actually listening to an audio book the other day, and I can’t remember, I’ve listened to two at once. One’s Material World by Ed Conway and one’s it’s called Climate Capitalism. They’re both really good, but I can’t remember which one it was. But in one of those, they mentioned that, though they had an interview with a mining executive in Australia.

And he said that. You can basically add 30 percent onto the cost of your development if you’re doing it against the the indigenous people’s wishes. So they have as, to make up for all of the protests and you, that, that sort of thing, it can make the political environment very difficult because, obviously people often get behind the indigenous peoples with their their wishes for their, traditional sacred lands.

So they do negotiate generally. There’ve been some, there’s a lot of examples of really nice partnerships between mining and indigenous people and mutually beneficial arrangements, but there are also some real shockers. The worst one was Rio Tinto a few years ago. They knew about, there was this site that they, yeah, there was a site that had rights to mine an area already.

But then there was an archeological discovery that showed continuous use of this particular cave system for at least 46, 000 years. So there were human artifacts in there, throughout all, continuously over that period, which makes it the longest in the world example of a continuous culture, a continuously human occupied site.

And Rio covered it up a bit, pretended that they weren’t going to blow it up. And then one day it’s just Oh yeah, by the way, the explosives are set and it’s going to happen. And it just, it did they blew it up. And it’s just, yeah it’s really, it really shocked Australians and probably, around the world a bit as well, because you don’t get something like that back again.

There’s no way to make that right after the fact. Yeah, so I would definitely not say that the system is perfect. It’s a long way from perfect, but these days you hear probably more cooperative good arrangements than bad. And yeah, I’ve never heard of a controversy surrounding wind turbines or digging for foundations for wind turbines.

But then again, I wouldn’t have believed that the situation that you’ve just described would be possible in the U. S. either. It sounds so implausible.

Allen Hall: The brave new world, Rosemary. Brave new world. That’s going to do it for this week’s Uptime Wind Energy Podcast. Thanks for listening and please give us a five star rating on your podcast platform and subscribe in the show notes below to Uptime Tech News, our weekly newsletter.

And check out Rosemary’s YouTube channel, Engineering with Rosie, where she discusses recycling of wind turbine blades. And we’ll see you here next week on the Uptime Wind Energy Podcast.

Turbine Removal, Project Delays, Mining Rights – The High Costs Plaguing Wind Projects

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How Is U.S. Insanity Affecting Tourism?

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It’s probably a bit too soon to have useable statistics on this subject, but it’s certainly not too early to apply some common sense.

There are at two factors at play here:

1) America is broadly regarded as a rogue country.  Do you want to visit North Korea? Do Canadians want to spend money in a country that wants to annex them?

2) America is now understood to be unsafe.  Do you want to visit Palestine? Ukraine? Iran?

How Is U.S. Insanity Affecting Tourism?

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Commercial Solar Solutions: Real Case Studies by Cyanergy

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Instead of reacting to the next power bill shock, many Australian businesses are starting to think forward.

Every day, more and more Australian companies are asking a simple question we all seek an answer to: How can we reduce energy costs without compromising performance?

Well, for many, the answer lies in commercial solar power, and Cyanergy is one of the Australian companies helping businesses take that step with confidence.

With hands-on experience delivering commercial solar solutions across a wide range of industries, from farms and sporting clubs to breweries and large manufacturing facilities, Cyanergy’s real-world projects demonstrate how tailored solar systems can transform energy usage and significantly reduce operating expenses.

In this blog, we’ll explore what commercial solar power is, why it matters today, and how Cyanergy’s real-world case studies illuminate the path to a cleaner, more profitable energy future, both financially and environmentally

Let’s get into it!

What Are Commercial Solar Solutions? |Why does this matter?

Solar solutions for commercial applications are photovoltaic (PV) systems designed to meet the energy needs of businesses, large facilities, and organizations. This system often consumes much more power than residential households.

Commercial solar systems typically include:

  • Solar PV panels that capture sunlight and convert it to electricity
  • Inverters and electrical integration are used to convert DC to usable AC power
  • Monitoring and performance systems are installed to track energy generation
  • Optional battery storage to support energy autonomy and peak demand management

Unlike residential solar, commercial systems are scaled to handle larger loads and are often optimized for financial return, corporate sustainability goals, and energy independence.

Why Australian Businesses Are Turning to Solar Now?

Throughout the world, many companies are adopting solar power for several compelling reasons. It is already proven
that solar can:

  1. Reduce Operational Costs
  2. Electricity prices are volatile and often increasing worldwide. Incorporating a solar panel helps businesses lock
    in
    energy cost savings by
    producing electricity on-site rather than relying exclusively on grid power.

  3. Strong Financial Returns
  4. Commercial solar systems can pay back their investment in just a few years, far shorter than the 25 to 30 years
    the
    panels last. This ultimately means, after that, you are left with decades of essentially free electricity.

  5. Sustainability and Brand Value
  6. Customers, employees, and stakeholders increasingly value organizations that visibly commit to environmental
    responsibility.

  7. Energy Security
  8. Generating power locally reduces reliance on external sources and grid outages, a huge advantage for businesses
    with
    continuous operations.

    This mix of economic, environmental, and operational benefits makes commercial solar a smart choice for
    forward-looking organizations and commercial
    property
    owners
    .

4 Proven Solutions Through Real Case Studies by Cyanergy

To understand how these benefits play out in real situations, let’s dive into several commercial solar projects executed by Cyanergy. These case studies show diverse applications of solar power and tangible outcomes for different kinds of businesses.

1. Kew Golf Club (VIC): Sporting Facility Goes Solar

At a local golf club that relied on consistent electricity for lighting, clubhouse operations, and course facilities, Cyanergy installed an 88 kW commercial solar system to reduce costs.

Key Results

  • Payback period: around 63 months (5 years)
  • Annual savings: $26,165, a 50% drop in electricity costs
  • Energy generated per year: 141 MWh

This project demonstrates that not only industrial property but also community-oriented facilities can benefit greatly from solar power.

Beyond cost savings, the golf club also reinforced its commitment to sustainability, attracting eco-conscious members and reducing its carbon footprint.

Why This Matters?

Solar is not limited to manufacturing or heavy industry. In Australia, many Sports clubs, community centres, and similar facilities often have high energy use during peak daylight hours, which can be supported by solar.

2. Sparacino Farms: Where Agriculture Meets Solar Innovation!

Whether for irrigation, cooling, processing, or storage, agricultural operations have faced rising energy costs for a long time.

Similarly, Sparacino Farm was suffering from high electricity costs. For this family-run farm, Cyanergy implemented a 99.76 kW solar system that revolutionised their energy expenses.

Project Highlights

  • Electricity cost dropped: from $48,000 to $12,000 per year
  • Monthly savings: roughly $3,000
  • Payback period: 30 months (2.5 years)
  • Annual clean energy production: 87 MWh

This dramatic turnaround showcases how rural and agricultural businesses can achieve some of the fastest returns on solar investments.

In environments where a roof, sunlight, or a shed space is available, solar becomes both a strategic and practical choice.

The Sparacino farms example proves that solar isn’t just an environmental sustainability, it’s a core business decision that can significantly improve margins.

3. Philter Brewing: Crafting Sustainability

Sustainability often aligns naturally with brand identity, and for Philter Brewing, this was a perfect match.

With the help of Cyanergy, the brand installed an 86 kW system to slash power costs and support green operations.

Project Impact

  • Annual energy generated: 99 MWh
  • Annual savings: $29,130, cutting electricity costs from $81,900 to $52,770
  • Payback period: 45 months (3.75 years)

The brewery not only reduced operating expenses but also strengthened its reputation as an environmentally conscious brand, a powerful differentiator in a competitive market.

4. Uniplas Mouldings International: Heavy Industry Solar Success

In one of Cyanergy’s most impactful case studies, a large industrial manufacturer significantly transformed its energy profile with solar. And that’s Uniplas Mouldings International!

Project Features

  • Total installed solar: 490 kW, executed in staged phases
  • Timeline: Stage 1 (200 kW) completed in just 4 weeks
  • Subsidy optimisation: Accessed three sets of government incentives
  • Payback period: as short as 37 months
  • Annual generation: 752 MWh
  • Energy cost savings: Lowered from $647,000 to $456,000 per year

Big industrial energy users can unlock dramatic operational savings with solar, saving hundreds of thousands of dollars a year while achieving rapid ROI that justifies investment sooner, without delay.

Beyond Case Studies: Cyanergy’s Approach to Commercial Solar

Across all these projects, Cyanergy’s methodology shares some common themes that contribute to success:

1. Customized System Design

We all know that no two energy profiles are identical, whether it’s a golf club or a manufacturing plant.

At Cyanergy, we design systems tailored to the business’s actual energy usage, site orientation, and financial goals. So you don’t have to worry about adding a solar solution.

2. Financial Optimization

From government incentives to financial investment planning, Cyanergy helps businesses structure their solar projects to reduce upfront costs and improve payback timelines.

3. End-to-End After-Sale Support

Proper solar implementation requires more than panels; it requires site assessment, design, installation coordination, monitoring, and performance guarantee.

At Cyanergy, we support clients at every step, from early energy audits to post-installation support.

4. Monitoring and Reporting

Tracking system performance and energy generation ensures ongoing optimization and confidence in the investment.

Our real-time monitoring tools empower business owners to understand exactly how solar contributes to their bottom line.

The Transformative Role of Solar in Business Strategy

The benefits of commercial solar extend far beyond the energy generated or the energy cost that’s reduced. Overall, solar is a strategic business asset that impacts:

Profitability: Lower operating costs mean more available working capital, whether for reinvestment, dividends, or growth initiatives.

Resilience: Energy independence provides a hedge against market volatility in electricity pricing.

Sustainability Credentials: Solar investments signal that your organization is serious about environmental stewardship, which is crucial to investors, customers, and regulators alike.

Employee and Community Engagement: A company that commits to clean energy signals a long-term vision, strengthening morale and community trust.

Takeaway Thoughts

Cyanergy’s real case studies show how businesses from farms to breweries to industrial giants have harnessed solar to cut costs, stabilize operations, and enhance sustainability.

Whether your organization is exploring its first solar project or looking to scale existing efforts, the data is clear: smart solar investment delivers measurable ROI and long-term value.

As energy dynamics continue to evolve, solar power will become increasingly relevant, and companies that act now will secure economic and environmental advantages for years to come.

So, it’s time for you to take the next move! For more information, contact us today and win a free solar quote!

Your Solution Is Just a Click Away

The post Commercial Solar Solutions: Real Case Studies by Cyanergy appeared first on Cyanergy.

https://cyanergy.com.au/blog/commercial-solar-solutions-real-case-studies-by-cyanergy/

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Inside ATT and SSE’s Faskally Safety Leadership Centre

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Weather Guard Lightning Tech

Inside ATT and SSE’s Faskally Safety Leadership Centre

Allen visits the Faskally Safety Leadership Centre with Mark Patterson, Director of Safety, Health, and Environment at SSE, and Dermot Kerrigan, Director and Co-Founder of Active Training Team. They discuss how SSE has put over 9,000 employees and 2,000 contract partners through ATT’s innovative training program, which uses actors and realistic scenarios to create lasting behavioral change across the entire workforce chain, from executives to technicians. Reach out to SSE and ATT to learn more!

Sign up now for Uptime Tech News, our weekly newsletter on all things wind technology. This episode is sponsored by Weather Guard Lightning Tech. Learn more about Weather Guard’s StrikeTape Wind Turbine LPS retrofit. Follow the show on YouTube, Linkedin and visit Weather Guard on the web. And subscribe to Rosemary’s “Engineering with Rosie” YouTube channel here. Have a question we can answer on the show? Email us!

Welcome to Uptime Spotlight, shining Light on Wind. Energy’s brightest innovators. This is the Progress Powering tomorrow.

Allen Hall: Mark and Turnt. Welcome to the show. Thank you.

Mark Patterson: Thank you.

Allen Hall: We’re in Scotland, present Scotland and per Scotland, which is a place most people probably haven’t ventured to in the United States, but it is quite lovely, although chilly and rainy. It’s Scotland. We’re in December. Uh, and we’re here to take a look at the SSE Training Center.

And the remarkable things that active training team is doing here, because we had seen this in Boston in a smaller format, uh, about a year ago almost now.

Dermot Kerrigan: Just Yeah,

Allen Hall: yeah. Six months

Dermot Kerrigan: ago.

Allen Hall: Yeah. Yeah. It hasn’t been that long ago. Uh, but IC was on me to say, you gotta come over. You gotta come over. You gotta see the, the whole, uh, environment where we put you into the police room and some of the things we wanna talk about, uh, because it, [00:01:00] it does play different.

And you’re right, it does play different. It is very impactful. And it, and maybe we should start off first of Mark, you’re the head of basically health and safety and environment for SSE here in Perth. This is a remarkable facility. It is unlike anything I have seen in the States by far. And SSE has made the commitment to do this sort of training for.

Everybody in your employment and outside of your employment, even contractors.

Mark Patterson: We have been looking at some quite basic things in safety as everybody does. And there’s a fundamental thing we want to do is get everybody home safe. And uh, it’s easier said than done because you’ve gotta get it right for every single task, every single day.

And that’s a massive challenge. And we have like 15,000. 15,000 people in SSE, we probably work with about 50,000 contract [00:02:00] partners and we’re heavily dependent, uh, on get our contract partners to get our activities done. And they’re crucial.

Speaker: Mm-hmm.

Mark Patterson: And in that it’s one community and we need to make sure everybody there gets home safe.

And that’s what drove us to think about adding more rules isn’t gonna do it. Um, you need to give people that sense of a feeling, uh, when a really serious sense of cars and then equip them with tools to, to deal with it. So. We’ve all probably seen training that gives that sense of doom and dread when something goes badly wrong, but actually that needs to be.

Coupled with something which is quite powerful, is what are the tools that help people have the conversations that gets everybody home safe. So kind of trying to do two things.

Allen Hall: Well, SSC is involved in a number of large projects. You have three offshore wind farms, about a more than a thousand turbines right now.

Wind turbines onshore, offshore, and those offshore projects are not easy. There’s a lot of complexity to them.

Mark Patterson: Absolutely. So look, I I think [00:03:00] that’s, that’s something that. You’ve gotta partner with the right people. If you wanna be successful, you need to make it easy for people to do the right thing. Yeah, as best you possibly can.

You need to partner with the right people, and you need to get people that you need to have a sense that you need to keep checking that as you’re growing your business. The chinks in your armor don’t grow too. But fundamentally there’s something else, which is a sense of community. When people come together to, to do a task, there is a sense of community and people work, put a lot of discretionary effort into to get, uh, big projects done.

And in that, um, it’s a sense of community and you wanna make sure everybody there gets home safe to their friends and family. ’cause if we’re all being honest about it, you know, SSE is a brilliant company. What we do is absolutely worth doing. I love SC. But I love my family a fair amount more. And if you bought into that, you probably bought into the strategy that we’re trying to adopt in terms of safety.

Uh, it’s really simple messaging. Um,

Allen Hall: yeah. That, that is very clear. Yeah. And it should be [00:04:00]well communicated outside of SSEI hope because it is a tremendous, uh, value to SSE to do that. And I’m sure the employees appreciate it because you have a culture of safety. What. Trigger that. How long ago was that trigger?

Is this, this is not something you thought up yesterday for sure.

Mark Patterson: No, look, this, the, the, what we’ve done in the immersive training center, um, really reinforces a lot of things that we’ve had in place for a while, and it, it takes it to the, the next level. So we’ve been working probably more than 10 years, but, uh, certainly the.

Seven years we’ve been talking very much about our safety family, that’s the community and SSE with our contract partners and what we need to do. And part of that is really clear language about getting people home safe. Uh, a sense that you’ve, everybody in it that works with us has a safety license. And that license is, if it’s not safe, we don’t do it.

It’s not a rural based thing. It’s how we roll. It’s part of the culture. We’d, we, uh, have a culture where, and certainly trying to instill for everybody a culture. Where [00:05:00] they’ve got that license. If, if they think something’s not right, we’ll stop the job and get it right. And even if they’re wrong, we’ll still listen to them because ultimately we need to work our way through, right?

So we’ve been, we’ve thought hard about the language we wanted to use to reinforce that. So the importance of plan, scan and adapt. So planning our work well, thinking through what we need to do. Not just stopping there though, keeping scanning for what could go wrong. That sense that you can’t remember everything.

So you need to have immediate corrective actions and that immediate sort of see it, sort of report it. If you see something that isn’t right, do something about it. And that sense of community caring for the community that you work with. And those are the essence of our, our language on safety and the immersive training.

Uh, is not trying to shove that language down everybody’s throats again, particularly our contract partners, but it’s, it’s helping people see some really clear things. One is if a [00:06:00] really serious incident occurs at what, what it feels like here. And I’ve spent a lot of time in various industries and people are different when they’ve been on a site or involved when there’s been a really serious incident and you need to do something to.

Get that sense of a feeling of what it feels like and actually make people feel slightly uncomfortable in the process. ’cause that’s part of it,

Allen Hall: right? Yes.

Mark Patterson: Because you know,

Allen Hall: you remember that.

Mark Patterson: You remember that. Yeah. We’ve had, you know, we’ve had people say, well, I felt very uncomfortable in that bit of the training.

It was okay. But was, I felt very uncomfortable. And you know, we’ve talked about that a lot.

Allen Hall: Yeah.

Mark Patterson: We know you kinda should because if there’s something wrong with you, if you don’t feel uncomfortable about that. But what’s super powerful on the guys in at TT do brilliantly. Is have facilitators that allow you to have that conversation and understand what do you need to do differently?

How do you influence somebody who’s more senior? How do you, how do you bring people with you so that they’re gonna [00:07:00] do what you want ’em to do after you’ve left the building? And. Just pointing the finger at people and shouting at them. Never does that. Right? Uh, rarely does that. You’ve gotta get that sense of how do you get people to have a common belief?

And,

Allen Hall: and I think that’s important in the way that SSE addresses that, is that you’re not just addressing technicians, it’s the whole chain. It’s everybody is involved in this action. And you can break the link anywhere in there. I wanna get through the description of why that. Process went through ATTs head to go.

We need to broaden the scope a little bit. We need to think about the full chain from the lowest entry worker just getting started to the career senior executive. Why chain them all together? Why put them in the same room together? Yeah. Why do you do that?

Dermot Kerrigan: Well, behavioral safety or behavioral base safety kind of got a bad rep because it was all about.

If we could just [00:08:00] make those guys at the front line behave themselves,

Allen Hall: then everything’s fine,

Dermot Kerrigan: then everything’s fine.

Allen Hall: Yes.

Dermot Kerrigan: But actually that’s kind of a, the wrong way of thinking. It didn’t work. I, I think,

Allen Hall: yeah, it didn’t work.

Dermot Kerrigan: What the mess, the central message we’re trying to get across is that actually operational safety is not just the business of operational people.

It’s everybody’s business.

Allen Hall: Right.

Dermot Kerrigan: You know? Um, and. Yeah, everybody has a role to p play in that, you know? Right. So site based teams, back office support functions, everybody has a role to play. And, you know, there’s a strand in, in this scenario where, uh, an incident takes place because people haven’t been issued with the right piece of equipment.

Which is a lifting cage.

Allen Hall: Yes.

Dermot Kerrigan: And there’s a whole story about that, which goes through a procurement decision made somewhere where somebody hit a computer and a computer said no because they’d asked for too many lifting cages when they, somebody could have said, you’ve asked for five lifting cages, it’s takes you over the procurement cap.

Would four do it? [00:09:00] Yes, that would be fine. That would be fine. Yeah. As it is, they come to a crucial piece of operation. This incr this, you know, this crucial piece of kit simply isn’t there. So in order to hit the deadline and try and make people happy, two ordinary guys, two technicians, put two and two together, make five, and, and one of them gets killed, you know?

Yeah. So it’s, we’re, we’re trying to show that, that this isn’t just operational people. It’s everybody’s business.

Mark Patterson: Well, that’s why we worked with you in this, because, um, we saw. Why you got it in terms of that chain? Um, so in, in the scenario, it’s very clear there’s a senior exec talking to the client and actually as SSE.

We’re sometimes that client, we’ve got big principal contractors that are doing our big construction activities. We’ve got a lot in renewables and onshore and offshore wind obviously, but, and the transmission business and in thermal, so, uh, and distribution. So I’ll list all our businesses and including customer’s business, but we’ve got some big project activities where we’re the client sometime we’re the principal contractor [00:10:00] ourselves.

And we need to recognize that in each chain, each link in that chain, there’s a risk that we say the wrong thing, put the wrong pressure on. And I think what’s really helpful is we have in the center that sort of philosophy here that we get everybody in together mixed up. Probably at least half of our board have done this.

Our executive team have all done this. Um, people are committed to it at that level, and they’re here like everybody else sitting, waiting for this thing to start. Not being quite sure what they’re gonna go through in the day. Um, and it’s actually really important you’ve got a chief exec sitting with somebody who’s, um, a scaffolder.

That’s really important. ’cause the scaffolder is probably the more likely person to get hurt rather than chief exec. So actually everybody seeing what it’s like and the pressures that are under at each level is really important.

Allen Hall: SSC is such a good example for the industry. I watched you from outside in America for a long time and you just watch the things that happened.

[00:11:00] Here you go. Wow. Okay. SSC is organized. They know what they’re doing, they understand what the project is, they’re going about it. Mm-hmm. Nothing is perfect, but I, I think when we watch from the United States, we see, oh, there’s order to it. There’s a reason they’re doing these things. They’re, they’re measuring what is happening.

And I think that’s one of the things about at t is the results. Have been remarkable, not just here, but in several different sites, because a TT touches a lot of massive infrastructure projects in the uk and the success rate has been tremendous. Remember? You wanna just briefly talk about that?

Dermot Kerrigan: Yeah. But we, we run a number of centers.

We also run mobile programs, which you got from having seen us in the States. Um, but the first, uh, center that we, we, we opened was, was called. Epic, which stood for Employers Project Induction Center, and that was the Thames Tideway Tunnel Project, which is now more or less finished. It’s completed. And that was a 10 year project, 5 billion pounds.

Allen Hall: Wow.

Dermot Kerrigan: Um, [00:12:00] and you know, unfortunately the fact is on, on that kind of project, you would normally expect to hurt a number of people, sometimes fatally. That would be the expectation.

Allen Hall: Right. It’s a complicated

Dermot Kerrigan: project, statistic underground. So, you know, we, and, and of course Tide, we are very, very. Very pleased that, uh, in that 10 year span, they didn’t even have one, uh, serious life-changing injury, uh, let alone a fatality.

Um, so you know that that’s, and I’m I’m not saying that what ATTs work, uh, what we do is, is, is, is directly responsible for that, but certainly Epic, they would say Tideway was the cornerstone for the safety practices, very good safety practices that they, they put out. Uh, on that project, again, as a cultural piece to do with great facilities, great leadership on the part of the, of the, of the executive teams, et cetera, and stability.

It was the same ex executive team throughout that whole project, which is quite unusual.

Allen Hall: No.

Dermot Kerrigan: Yeah. [00:13:00] Um, so yeah, it, it, it seems to work, you know, uh, always in safety that the, the, the, the tricky thing is trying to prove something works because it hasn’t happened. You know?

Allen Hall: Right, right. Uh, prove the negative.

Dermot Kerrigan: Yeah. Um,

Allen Hall: but in safety, that’s what you want to have happen. You, you do know, not want an outcome.

Dermot Kerrigan: No, absolutely not.

Allen Hall: No reports, nothing.

Dermot Kerrigan: No. So, you know, you have to give credit to, to organizations. Organizations like SSE. Oh, absolutely. And projects like Tideway and Sted, uh, on their horn projects. Who, who have gone down this, frankly, very left field, uh, route.

We we’re, you know, it is only in the last 10 years that we’ve been doing this kind of thing, and it hasn’t, I mean, you know, Tideway certainly is now showing some results. Sure. But, you know, it’s, it’s, it, it wasn’t by any means a proven way of, of, of dealing with safety. So

Mark Patterson: I don’t think you could ever prove it.

Dermot Kerrigan: No.

Mark Patterson: And actually there’s, there’s something [00:14:00]fundamentally of. It, it kind of puts a stamp on the culture that you want, either you talked about the projects in SSE, we’ve, we’ve done it for all of our operational activities, so we’ve had about 9,000 people through it for SSE and so far about 2000 contract partners.

Um, we’re absolutely shifting our focus now. We’ve got probably 80% of our operational teams have been through this in each one of our businesses, and, uh, we. We probably are kind of closing the gaps at the moment, so I was in Ireland with. I here guys last week, um, doing a, a mobile session because logistically it was kind of hard to come to Perth or to one of the other centers, but we’re, we’re gradually getting up to that 80%, uh, for SSE colleagues and our focus is shifting a bit more to contract partners and making sure they get through.

And look, they are super positive about this. Some of them have done that themselves and worked with a TT in the past, so they’re. Really keen to, to use the center that we have [00:15:00] here in Perth, uh, for their activities. So when, when they’re working with us, we kind of work together to, to make that happen. Um, but they can book that separately with you guys.

Yeah. Uh, in, in the, uh, Fastly Center too.

Allen Hall: I think we should describe the room that we’re in right now and why this was built. This is one of three different scenes that, that each of the. Students will go through to put some realism to the scenario and the scenario, uh, a worker gets killed. This is that worker’s home?

Dermot Kerrigan: Yeah. So each of the spaces that we have here that, that they denote antecedents or consequences, and this is very much consequences. Um, so the, the, the participants will be shown in here, uh, as they go around the center, uh, and there’s a scene that takes place where they meet the grown up daughter of the young fella who’s been right, who’s been, who’s been tragically killed.

Uh, and she basically asks him, uh, asks [00:16:00] them what happened. And kind of crucially this as a subtext, why didn’t you do something about it?

Allen Hall: Mm-hmm.

Dermot Kerrigan: Because you were there,

Allen Hall: you saw it, why it was played out in front of you. You saw, you

Dermot Kerrigan: saw what happened. You saw this guy who was obviously fast asleep in the canteen.

He was exhausted. Probably not fit for work. Um, and yet being instructed to go back out there and finish the job, um, with all the tragic consequences that happen,

Allen Hall: right?

Dermot Kerrigan: But it’s important to say, as Mark says, that. It’s not all doom and gloom. The first part of the day is all about showing them consequences.

Allen Hall: Sure. It’s

Dermot Kerrigan: saying it’s a,

Allen Hall: it’s a Greek tragedy

Dermot Kerrigan: in

Allen Hall: some

Dermot Kerrigan: ways, but then saying this doesn’t have to happen. If you just very subtly influence other people’s behavior, it’s

Allen Hall: slight

Dermot Kerrigan: by thinking about how you behave and sure adapting your behavior accordingly, you can completely change the outcome. Uh, so long as I can figure out where you are coming from and where that behavior is coming from, I might be able to influence it,

Allen Hall: right.

Dermot Kerrigan: And if I can, then I can stop that [00:17:00] hap from happening. And sure enough, at the end of the day, um, the last scene is that the, the, the daughter that we see in here growing up and then going back into this tragic, uh, ending, uh. She’s with her dad, then it turned out he was the one behind the camera all along.

So he’s 45 years old, she’s just passed the driving test and nobody got her 21 years ago. You know,

Mark Patterson: I think there, there is, there’s a journey that you’ve gotta take people through to get to believe that. And kind of part of that journey is as, as we look around this room, um, no matter who it is, and we’ve talked to a lot of people, they’ll be looking at things in this room and think, well, yeah, I’ve got a cup like that.

And yes. Yeah. When my kids were, we, we had. That play toy for the kids. Yes. So there is something that immediately hooks people and children hook

Allen Hall: people.

Mark Patterson: Absolutely. And

Allen Hall: yes,

Mark Patterson: they get to see that and understand that this is, this is, this is, could be a real thing. And also in the work site, uh, view, there’s kind of a work site, there’s a kind of a boardroom type thing [00:18:00] and you can actually see, yeah, that’s what it kind of feels like.

The work sites a little bit. You know, there’s scuffs in the, on the line, on the floor because that’s what happens in work sites and there’s a sense of realism for all of this, uh, is really important.

Allen Hall: The realism is all the way down to the outfits that everybody’s worn, so they’re not clean safety gear.

It’s. Dirty, worn safety gear, which is what it should be. ’cause if you’re working, that’s what it should look like. And it feels immediately real that the, the whole stage is set in a, in the canteen, I’ll call it, I don’t know, what do you call the welfare area? Yeah. Okay.

Dermot Kerrigan: Yeah.

Allen Hall: Okay. Uh, wanna use the right language here.

But, uh, in the states we call it a, a break room. Uh, so you’re sitting in the break room just minding your own business and boom. An actor walks in, in full safety gear, uh, speaking Scottish very quickly, foreign American. But it’s real.

Mark Patterson: I think

Allen Hall: it feels real because you, you, I’ve been in those situations, I’ve seen that that break the,

Mark Patterson: the language is real and, uh, [00:19:00] perhaps not all, uh, completely podcast suitable.

Um, but when you look at it, the feedback we’ve got from, from people who are closer to the tools and at all levels, in fact is, yeah. This feels real. It’s a credible scenario and uh, you get people who. I do not want to be in a safety training for an entire day. Um, and they’re saying arms folded at the start of the day and within a very short period of time, they are absolutely watching what the heck’s going on here.

Yes. To understand what’s happening, what’s going on. I don’t understand. And actually it’s exactly as you say, those subtle things that you, not just giving people that experience, but the subtle things you can nudge people on to. There’s some great examples of how do you nudge people, how do you give feedback?

And we had some real examples where people have come back to us and said even things to do with their home life. We were down in London one day, um, and I was sitting in on the training and one of the guys said, God, you’ve just taught me something about how I can give feedback to people in a really impactful [00:20:00] way.

So you, so you explain the behavior you see, which is just the truth of what the behavior is. This is what I saw you do, this is what happened, but actually the impact that that has. How that individual feels about it. And the example that they used was, it was something to do with their son and how their son was behaving and interacting.

And he said, do you know what? I’ve struggled to get my son to toe the line to, to look after his mom in the right way. I’m gonna stop on the way home and I’m gonna have a conversation with him. And I think if I. Keep yourself cool and calm and go through those steps. I think I can have a completely different conversation.

And that was a great example. Nothing to do with work, but it made a big difference to that guy. But all those work conversations where you could just subtly change your tone. Wind yourself back, stay cool and calm and do something slightly different. And I think that those, those things absolutely make a difference,

Allen Hall: which is hard to do in the moment.

I think that’s what the a TT training does make you think of the re the first reaction, [00:21:00] which is the impulsive reaction. We gotta get this job done. This has gotta be done. Now I don’t have the right safety gear. We’ll, we’ll just do it anyway to, alright, slow. Just take a breather for a second. Think about what the consequences of this is.

And is it worth it at the end of the day? Is it worth it? And I think that’s the, the reaction you want to draw out of people. But it’s hard to do that in a video presentation or

Dermot Kerrigan: Yeah.

Allen Hall: Those things just

Dermot Kerrigan: don’t need to practice.

Allen Hall: Yeah. It doesn’t stick in your brain.

Dermot Kerrigan: You need to give it a go And to see, right.

To see how to see it happen. And, and the actors are very good. They’re good if they, you know. What, whatever you give them, they will react to.

Mark Patterson: They do. That’s one of the really powerful things. You’ve got the incident itself, then you’ve got the UNP of what happened, and then you’ve got specific, uh, tools and techniques and what’s really good is.

Even people who are not wildly enthusiastic at the start of the day of getting, being interactive in, in, in a session, they do throw themselves into it ’cause they recognize they’ve been through [00:22:00] something. It’s a common sense of community in the room.

Dermot Kerrigan: Right.

Mark Patterson: And they have a bit of fun with it. And it is fun.

Yeah. You know, people say they enjoy the day. Um, they, they, they recognize that it’s challenged them a little bit and they kinda like that, but they also get the opportunity to test themselves. And that testing is really important in terms of, sure. Well, how do you challenge somebody you don’t know and you just walking past and you see something?

How do you have that conversation in a way that just gets to that adult To adult communication? Yeah. And actually gets the results that you need. And being high handed about it and saying, well, those are the rules, or, I’m really important, just do it. That doesn’t give us a sustained improvement.

Dermot Kerrigan: PE people are frightened of failure, you know?

Sure. They’re frightened of getting things wrong, so give ’em a space where they, where actually just fall flat in your face. Come back up again and try again. You know, give it a go. And, because no one’s, this is a safe space, you know, unlike in the real world,

Allen Hall: right?

Dermot Kerrigan: This is as near to the real world as you want to get.

It’s pretty real. It’s safe, you know, uh, it’s that Samuel Beckett thing, you know, fail again, [00:23:00] fail better,

Allen Hall: right?

Mark Patterson: But there’s, there’s a really good thing actually because people, when they practice that they realize. Yeah, it’s not straightforward going up and having a conversation with somebody about something they’re doing that could be done better.

And actually that helps in a way because it probably makes people a little bit more generous when somebody challenges them on how they’re approaching something. Even if somebody challenges you in a bit of a cat handed way, um, then you can just probably take a breath and think this. This, this guy’s probably just trying to have a conversation with me,

Allen Hall: right.

Mark Patterson: So that I get home to my family.

Allen Hall: Right.

Mark Patterson: It’s hard to get annoyed when you get that mindset. Mindset

Allen Hall: someone’s looking after you just a little bit. Yeah. It does feel nice.

Mark Patterson: And, and even if they’re not doing it in the best way, you need to be generous with it. So there’s, there’s good learnings actually from both sides of the, the, the interaction.

Allen Hall: So what’s next for SSE and at t? You’ve put so many people through this project in, in the program and it has. Drawn great results.

Mark Patterson: Yeah.

Allen Hall: [00:24:00] How do you, what do you think of next?

Mark Patterson: So what’s next? Yeah, I guess, uh, probably the best is next to come. Next to come. We, I think there’s a lot more that we can do with this.

So part of what we’ve done here is establish with a big community of people, a common sense of what we’re doing. And I think we’ve got an opportunity to continue with that. We’ve got, um, fortunate to be in a position where we’ve got a good level of growth in the business.

Allen Hall: Yes,

Mark Patterson: we do. Um, there’s a lot going on and so there’s always a flow of new people into an organization, and if people, you know, the theory of this stuff better than I do, would say that you need to maintain a, a sense of community that’s kind of more than 80%.

If you want a certain group of people to act in a certain way, you need about 80% of the people plus to act in that way, and then it’ll sustain. But if it starts. To drift so that only 20% of people are acting a certain way, then that is gonna ex extinguish that elements of the culture. So we need to keep topping up our Sure, okay.

Our, our [00:25:00] immersive training with people, and we’re also then thinking about the contract partners that we have and also leaving a bit of a legacy. For the communities in Scotland, because we’ve got a center that we’re gonna be using a little bit less because we’ve fortunate to get the bulk of our people in SSE through, uh, we’re working with contract partners.

They probably want to use it for. For their own purposes and also other community groups. So we’ve had all kinds of people from all these different companies here. We’ve had the Scottish first Minister here, we’ve had loads of people who’ve been really quite interested to see what we’re doing. And as a result of that, they’ve started to, uh, to, to step their way through doing something different themselves.

So,

Allen Hall: so that may change the, the future of at t also. And in terms of the slight approach, the scenarios they’re in. The culture changes, right? Yeah. Everybody changes. You don’t wanna be stuck in time.

Dermot Kerrigan: No, absolutely.

Allen Hall: That’s one thing at t is not,

Dermot Kerrigan: no, it’s not

Allen Hall: stuck in time.

Dermot Kerrigan: But, uh, I mean, you know, we first started out with the centers, uh, accommodating project.

Yeah. So this would [00:26:00] be an induction space. You might have guys who were gonna work on a project for two weeks, other guys who were gonna work on it for six months. They wanted to put them through the same experience. Mm. So that when they weren’t on site. That they could say, refer back to the, the, the, the induction and say, well, why ask me to do that?

You know, we, we, we both have that experience, so I’m gonna challenge you and you’re gonna accept challenge, et cetera. So it was always gonna be a short, sharp shock. But actually, if you’re working with an organization, you don’t necessarily have to take that approach. You could put people through a little bit of, of, of, of the training, give ’em a chance to practice, give ’em a chance to reflect, and then go on to the next stage.

Um. So it, it becomes more of a, a journey rather than a single hard, a single event experience. Yeah. You don’t learn to drive in a day really, do you? You know, you have to, well, I do transfer it to your right brain and practice, you know?

Allen Hall: Right. The more times you see an experience that the more it’s memorable and especially with the, the training on how to work with others.[00:27:00]

A refresh of that is always good.

Dermot Kerrigan: Yeah.

Allen Hall: Pressure changes people and I think it’s always time to reflect and go back to what the culture is of SSE That’s important. So this, this has been fantastic and I, I have to. Thank SSC and a TT for allowing us to be here today. It was quite the journey to get here, but it’s been really enlightening.

Uh, and I, I think we’ve been an advocate of a TT and the training techniques that SSC uses. For well over a year. And everybody we run into, and in organizations, particularly in win, we say, you, you gotta call a TT, you gotta reach out because they’re doing things right. They’re gonna change your safety culture, they’re gonna change the way you work as an organization.

That takes time. That message takes time. But I do think they need to be reaching out and dermo. How do they do that? How do, how do they reach att?

Dermot Kerrigan: Uh, they contact me or they contact att. So info at Active Trading Team, us.

Allen Hall: Us. [00:28:00] There you go.

Dermot Kerrigan: or.co uk. There you go. If you’re on the other side of the pond. Yeah.

Allen Hall: Yes. And Mark, because you just established such a successful safety program, I’m sure people want to reach out and ask, and hopefully a lot of our US and Australian and Canadian to listen to this podcast. We’ll reach out and, and talk to you about how, what you have set up here, how do they get ahold of you?

Mark Patterson: I’ll give you a link that you can access in the podcast, if that. Great. And uh, look. The, the risk of putting yourself out there and talking about this sort of thing is you sometimes give the impression you’ve got everything sorted and we certainly don’t in SSE. And if the second you think you’ve got everything nailed in terms of safety in your approach, then, then you don’t.

Um, so we’ve got a lot left to do. Um, but I think this particular thing has made a difference to our colleagues and, and contract partners and just getting them home safe.

Allen Hall: Yes. Yes, so thank you. Just both of you. Mark Dermott, thank you so much for being on the podcast. We appreciate both [00:29:00] of you and yeah, I’d love to attend this again, this is.

Excellent, excellent training. Thanks, Alan. Thanks.

Inside ATT and SSE’s Faskally Safety Leadership Centre

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