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“However, we have a very good insight into the manufacturers and keep up with their product commercialisation timetables so we can be sure that these products will be available when we are required to start building. “This is a fine line and one that we have to walk carefully in order to monitor any changes in regulations or technical issues that might mean the trend patterns change and that could
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potentially upset this way of thinking.” Alongside monitoring industry changes, in the operational phase of the projects, the Company carries out a vast amount of predictive analysis, ensuring that it will see any failures in wind turbine operations that are about to happen – rather than reacting to failures. Proactive management, not reactive management. This provides the Company with time to
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undergo a programmatic switch out of potentially failing parts before the failure happens, putting a halt on any potential disruptions to productivity and upsetting its utility customers. “We are also incredibly conscious of our environment and put together a lot of effort to ensure that the environments we operate in are minimally impacted by our activities,” explains Sutherland.