Best Practices Guidelines / Version 2...Disclaimer: adherence to the solarPower europe o&m Best Practices Guidelines report and its by-products is voluntary. any stakeholders that

Operation & MaintenanceBest Practices Guidelines / Version 2.0

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FOREWORD

Welcome to the second edition of SolarPower Europe’s Operation and Maintenance (O&M) Best Practices Guidelines.Building on the successful first edition published in June 2016, the second version incorporates even more industryexperience, delivering a mature document and a forward-looking vision for the O&M market.

europe is the continent with the largest and oldest fleet of solar PV plants, which made stakeholders realise that they neededproper “health care” for the assets to meet performance expectations. today, o&m has become a standalone segment in the solarvalue chain with many companies specialising exclusively in solar o&m. Yet according to a survey conducted by solarPowereurope, two out of three solar professionals say that there are ‘very large’ or ‘significant’ discrepancies between the quality ofservices provided by different o&m contractors. Reasons mentioned by the respondents were increasing price pressure, lack ofstandardisation and minimum requirements, poorly qualified and non-specialist staff and insufficient use of digital data analytics.

to address these challenges, solarPower europe launched the o&m task Force in 2015, which, led by First solar, developed thefirst edition of the industry-led o&m Best Practices Guidelines, published in June 2016. alectris took over the task Force’s leadershipin January 2017 with three core objectives: First, to further enhance the Best Practices Guidelines. second, to work on a globalo&m template contract under the Global solar energy standardisation initiative – jointly led by the terrawatt initiative (tWi) andthe international Renewable energy agency (iRena) and supported by solarPower europe and the Global solar Council. third, towork on a dissemination strategy for the task Force’s results. the task Force is doing this with the involvement of more than 60experts from more than 30 companies, including nearly 30 new experts and 15 companies who have joined the o&m task Forcesince January 2017.

the present second edition of the o&m Best Practices Guidelines wishes to take the success of the first edition even further. thenew Guidelines incorporate extended industry experience and expert input, not only o&m service providers but also other relatedstakeholders such as asset owners, asset managers and monitoring solutions providers, covering a significant share of the euo&m market. solarPower europe has also collaborated with other european task forces including the solar trade association’so&m working group who have made a specific contribution on Health & safety. over the course of the past twelve months, existingchapters of the first version have been extensively discussed, enhanced and refined in the o&m task Force. this new edition featuresa dedicated chapter on technical asset management and covers new topics such as cybersecurity. the chapter on ‘Key Performanceindicators’ (KPis) has adopted a new terminology to better differentiate between different types of KPis and contractual obligations.the chapter on ‘Contractual Framework’ has been aligned with the global o&m template contract developed by solarPowereurope, together with iRena and terrawatt initiative, as part of the Global solar energy standardisation initiative.

the new Version 2.0 of the o&m Best Practices Guidelines proposes a mature and forward-looking vision for the o&m market, andsolarPower europe will strive to bring best practices and standardisation even further for solar o&m.

if you want to be part of this endeavour, join our o&m task Force!

enjoy reading this report!

Vassilis PaPaeConomoumanaging Director, alectrisChair of the solarPower europe o&m task Force

James WatsonChief executive officer, solarPower europe

Chair of the SolarPower Europe O&M Task Force: Vassilis Papaeconomou, alectris (2017-). stefan Degener, First solar (2015-2016).

Coordinator of the SolarPower Europe O&M Task Force: máté Heisz, solarPower europe (2017-). [email protected] [email protected] thomas theologitis, solarPower europe (2015-2016).

Contributions and co-authors: solarPower europe o&m task Force members (see the full list below).

Acknowledgements: solarPower europe would like to extend special thanks to all the task Force members that contributed with their knowledge and experienceto this report. this work would never have been realised without their continuous support.

Project Information: the solarPower europe o&m task Force officially started its work in april 2015 and continues with frequent exchanges and meetings. thefirst version of the o&m Best Practices Guidelines was published in June 2016 and the second updated version was published in December 2017. the solarPowereurope o&m Best Practices Guidelines reflect the experience and views of a considerable share of the european o&m industry today. there has been no externalfunding or sponsoring for this project.

Design: onehemisphere, sweden.

Supported by: the solar trade association

Disclaimer: adherence to the solarPower europe o&m Best Practices Guidelines report and its by-products is voluntary. any stakeholders that adhere to this versionare responsible for self-certifying that they have fulfilled the guide requirements. this report has been prepared by solarPower europe. it is being furnished to therecipients for general information purposes only. nothing in it should be interpreted as an offer or recommendation of any products, services or financial products.this report does not constitute technical, investment, legal, tax or any other advice. Recipients should consult with their own technical, financial, legal, tax or otheradvisors as needed. this report is based on sources believed to be accurate. However, solarPower europe does not warrant the accuracy or completeness of anyinformation contained in this report. solarPower europe assumes no obligation to update any information contained herein. solarPower europe will not be heldliable for any direct or indirect damage incurred by the use of the information provided and will not provide any indemnities.

Please note that this Version 2.0 may be subject to future changes, updates and improvements.

December 2017

Contributors and co-authors

Version 2.0

ahmed sami aithagga, Huawei; marco alves, Voltalia; marie Bartle, Qos energy; alfredo Beggi, stern energy; martyn Berry, enphase energy; aristotelis Biliouris, irisHellas; Paolo Chiantore, BayWa r.e.; iain Davidson, solarcentury; Paolo Di Ciaccio, BayWa r.e.; Bruce Douglas, solarPower europe; sonia Dunlop, solarPower europe;Romain elsair, Greensolver; Gilles estivalet, Qos energy; Francisco Garcia, lightsource; Frawsen Gari, Gari ecoPower; lucie Garreau iles, DuPont; Cyrille Godinot,schneider-electric; Juan Carlos Gonzalez, Jinko solar; angelo Guardo, enel Green Power; Jose Guinea, Voltalia; Daniel Hahn, ReC Group; Kenneth Heidecke, Conergyservices; máté Heisz, solarPower europe; Cesar Hidalgo, DnV Gl; Robin Hirschl, encome; Richard Jackson, lark energy; Bengt Jaeckel, ul; stefan Jensen, 3e;awadhesh Jha, Fortum; tobias Knoblauch, meteocontrol; Kapil Kumar, Fortum; oliver laufmann, schneider electric; maria luisa lo trovato, enel Green Power;ernseto magnani, stern energy; luis marques, Voltalia; sara martin de la Red, Fortum; stefan mau, DnV Gl; Kelly mermuys, 3e; John messaritis, messaritis; Geraldmüller, longi-silicon; martin nuemeyr, meteocontrol; Geert Palmers, 3e; Vassilis Papaeconomou, alectris; alyssa Pek, solarPower europe; Constantinos Peonides,alectris; martina Pianta, 3e; Jürgen Rädle, solar-log; ismael Rai Vazquez, lightsource; ingo Rehmann, Greentech; stefan Rensberg, meteocontrol; Gilles Rodon, aBB;Bjarn Roese, Greentech; Rubén Ron, DnV Gl; Wolfgang Rosenberg, tCo solar; Paolo seripa, enel Green Power; William silverstone, silverstone Ge / solar tradeassociation; Heikki siniharju, Fortum; Burkhard soehngen, encome; ignasi sospedra, trina solar; Kyriakos stratakos, BayWa r.e.; adrian timbus, aBB; stefan torri,stern energy; mark turner, lightsource; alfio Vergani, DnV Gl; Vasco Vieira, Voltalia; James Watson, solarPower europe; Dave Wilkerson, Centrica; michael Wollny,edison energy; achim Woyte, 3e; michaela Wriessnig, encome; Patrick Wurster, tCo solar; steven Xuereb, Photovoltaikinstitut Berlin.

Version 1.0

martyn Berry, enphase energy; aristotelis Biliouris, iris Hellas; angus Campbell, British solar Renewables; Paolo Chiantore, Kenergia sviluppo; iain Davidson,solarcentury; stefan Degener, First solar; Paolo Di Ciaccio, Kenergia sviluppo; lucie Garreau iles, DuPont Photovoltaic solutions; Juan Carlos Gonzalez, Jinko solar;angelo Guardo, enel Green Power; Jose Guinea, martifer solar; Heinz Hackmann, adler solar; Kenneth Heidecke, Conergy services; Richard Jackson, lark energy;Bengt Jaeckel, ul; stefan Jensen, 3e; tobias Knoblauch, meteocontrol; oliver laufmann, schneider-electric; etienne lecompte, Powerhub; martin neumeyr,meteocontrol; John messaritis, messaritis Renewables; Vassilis Papaeconomou, alectris; Bjarn Roese, Conergy services; Wolfgang Rosenberg, tco-solar; Paolo seripa,enel Green Power; ignasi sospedra, trina solar; ioannis thomas theologitis, solarPower europe; adrian timbus, aBB; anna Vidlund, Fortum; Vasco Vieira, martifersolar; nicola Waters, Primrose solar management; achim Woyte, 3e; Patrick Wurster, tCo solar.

4 / SolarPower Europe / o&m Best PRaCtiCes GuiDelines


TASK FORCE MEMBERS


FoReWoRD 3list oF aBBReViations 7list oF taBles anD FiGuRes 7eXeCutiVe summaRY 8

1 IntrOductIOn 101.1. Rationale, aim and scope 101.2. How to benefit from this document 111.3. stakeholders and roles 11

2 dEfInItIOnS 14

3 EnvIrOnMEnt, HEaltH & SafEty 18

4 PErSOnnEl & traInInG 21

5 tEcHnIcal aSSEt ManaGEMEnt 225.1. Reporting 225.2. Regulatory compliance 245.3. Warranty management 245.4. insurance claims 255.5. Contract management 26

6 POWEr Plant OPEratIOn 276.1. Documentation management

system (Dms) 276.2. Plant performance monitoring

and supervision 296.3. Performance analysis

and improvement 296.4. optimisation of o&m 296.5. Predictive maintenance 296.6. Power plant controls 316.7. Power Generation Forecasting 316.8. Grid code compliance 326.9. management of change 326.10. Power plant security 336.11. Reporting and technical

asset management 33

7 POWEr Plant MaIntEnancE 347.1. Preventive maintenance 347.2. Corrective maintenance 357.3. extraordinary maintenance 367.4. additional services 36

8 SParE PartS ManaGEMEnt 38

9 data & MOnItOrInG rEquIrEMEntS 409.1. Data loggers 419.2. monitoring (web) portal 419.3. Data format 429.4. Configuration 429.5. interoperability 429.6. internet connection 439.7. local area network 439.8. Data ownership and privacy 439.9. Cybersecurity 439.10. types of collected data 44

9.10.1. irradiance measurements 449.10.2. module temperature measurements 449.10.3. local meteorological data 459.10.4. soiling measurements 459.10.5. string measurements 459.10.6. inverter measurements 459.10.7. energy meter 469.10.8. Control settings 469.10.9. alarms 469.10.10. aC circuit / Protection relay 46

10 KEy PErfOrMancE IndIcatOrS 4710.1. PV power plant data 4710.1.1. Raw data measurements for

performance calculation 4710.1.2. PV power plant KPis 4810.1.2.1. Reference Yield 4810.1.2.2. specific Yield 4810.1.2.3. Performance Ratio 4810.1.2.4. temperature-corrected

Performance Ratio 4910.1.2.5. expected Yield 4910.1.2.6. energy Performance index 5010.1.2.7. uptime 5010.1.2.8. availability 5110.1.2.9. energy-based availability 5210.2. o&m Contractor KPis 5310.2.1. acknowledgement time 5310.2.2. intervention time 5310.2.3. Response time 5310.2.4. Resolution time 5310.2.5. Reporting 5310.2.6. o&m Contractor experience 53

11 cOntractual fraMEWOrK 5411.1. scope of the o&m contract 5411.2. o&m contract fee 5611.3. Contractual guarantees 5611.3.1. availability guarantee 5611.3.2. Response time guarantee 5611.4. Bonus schemes and liquidated Damages 5711.5. service standards 5811.6. o&m contractors’ qualification 5811.7. Responsibility and accountability 5811.8. spare Parts management 5911.9. Power plant remote monitoring 5911.10. Reporting 59

ReFeRenCes 60anneX 61a. Proposed skill matrix for o&m personnel 61b. Documentation set accompanying the

solar PV plant 62c. important examples of input records in

the record control 64d. annual maintenance Plan 66

TABLE OF CONTENTS


aC alternating CurrentamP annual maintenance Plan amR automatic meter reading ams annual maintenance schedule aPi application Programming interfaceCCtV Closed Circuit televisionCmms Computerised maintenance management systemCoD Commercial operation DateCsms Cybersecurity management system DC Direct CurrentDms Document management systemDoR Division of responsibility DsCR Debt service Coverage Ratio Dsl Digital subscriber lineeH&s environment, Health and safetyePC engineering, procurement, constructionePi energy Performance indexFaC Final acceptance CertificateFit Feed-in tariffFtP File transfer ProtocolGPRs General Packet Radio serviceH&s Health and safetyHV High VoltageiGBt insulated-Gate Bipolar transistorsiPP independent Power ProduceriRena international Renewable energy agencyKPi Key Performance indicator

LIST OF ABBREVIATIONS

table 1: Proposed indicators/values required for the reporting 23

table 2: examples for additional maintenance services 37

table 3: minimum list of spare parts (non-exhaustive) 39

table 4: examples of data integration options 42

table 5: examples for additional maintenance services and general market trends 55

table 6: examples for Fault classes and corresponding minimum Response times 57

Figure 1: Roles and responsibilities by different stakeholders in the field of o&m 13

Figure 2: energy flow in a grid-connected photovoltaic system 40

Figure 3: Various periods of time for the calculation of uptime 50

Figure 4: Various periods of time for the calculation of availability 51

Figure 5: acknowledgement time, intervention time, Response time, Resolution time 53

LIST OF TABLES LIST OF FIGURES

kW kilowattkWh kilowatt-hourkWp kilowatt-peaklan local area networklCoe levelised Cost of electricitylV low Voltagemae mean absolute error mit minimum irradiance threshold mPPt maximum Power Point trackingmV medium VoltagemW megawatto&m operation and maintenanceoem original equipment manufactureros operating systemPaC Provisional acceptance certificatePoa Plane of arrayPPa Power purchase agreementPPe Personal protective equipment PR Performance RatioPV PhotovoltaicRmse Root mean square error Roi Return on investmentRPas Remotely Piloted aircraft system (drone)sCaDa supervisory Control and Data acquisitionsla service-level agreement sPV special Purpose VehiclestC standard test Conditions (1000 W/m2, 25°C)tF task force


Environment, Health & Safety

environmental problems are normally avoidable through proper plantdesign and maintenance, but where issues do occur the o&m Contractormust detect them and respond promptly. in many situations, solar plantsoffer an opportunity to provide opportunities for agriculture and a valuablenatural habitat for plants and animals alongside the primary purpose ofgeneration of electricity. solar plants are electricity generating powerstations and have significant hazards present which can result in injury ordeath. Risks should be reduced through proper hazard identification, carefulplanning of works, briefing of procedures to be followed, documented andregular inspection and maintenance.

Personnel & training

it is important that all o&m personnel have the relevant qualifications to performthe works in a safe, responsible and accountable manner. these Guidelinescontain a skills’ matrix template that helps to record skills and identify gaps.

Technical Asset Management

in many cases, the o&m Contractor assumes some technical assetmanagement tasks such as reporting on Key Performance indicators (KPis)to the asset owner. However, in cases where the technical asset managerand the o&m Contractor are separate entities, a close coordination andinformation sharing between the two entities is indispensable. the periodicreports sent to the asset owner should include information on raw datameasurements (such as energy produced), PV power plant KPis (such asPerformance Ratio or availability), o&m Contractor KPis (such as theResponse time), equipment KPis and incidents. technical assetmanagement also includes ensuring that the operation of the PV plantcomplies with national and local regulations and contracts.

Power plant operation

operations is about remote monitoring, supervision and control of the PVpower plant. it also involves liaising with or coordination of maintenanceactivities. a proper PV plant documentation management system is crucialfor operations. a list of documents that should be included in the as-builtdocumentation set accompanying the solar PV plant (such as PV modules’datasheets), as well as a list of examples of input records that should beincluded in the record control (such as alarms descriptions) can be foundin the annex of these Guidelines. Based on the data and analyses gainedthrough monitoring and supervision, the o&m Contractor should alwaysstrive to improve PV power plant performance. as in most countries thereare strict legal requirements for security services, PV power plant securityshould be ensured by specialised security service providers.

EXECUTIVE SUMMARY

operation and maintenance (o&m)has become a standalone segmentwithin the solar industry and it is it iswidely acknowledged by allstakeholders that high-quality o&mservices mitigate potential risks,improve the levelised Cost ofelectricity (lCoe) and Power Purchaseagreement (PPa) prices, and positivelyimpact the return on investment (Roi).Responding to the discrepancies thatexist in today’s solar o&m market, thesolarPower europe o&m BestPractices Guidelines make it possiblefor all to benefit from the experience ofleading experts in the sector andincrease the level of quality andconsistency in o&m. these Guidelinesare meant for o&m Contractors as wellas investors, financiers, asset owners,asset managers, monitoring toolproviders, technical consultants andall interested stakeholders in europeand beyond.

this document begins bycontextualising o&m by explainingthe roles and responsibilities ofvarious stakeholders such as theasset manager, the operationservice provider and themaintenance provider and byproviding an overview of technicaland contractual terms to achieve acommon understanding of thesubject. it then walks the readerthrough the different componentsof o&m, classifying requirementsinto “minimum requirements”, “bestpractices” and “recommendations”.


Power plant maintenance

maintenance is usually carried out on-site by specialisedtechnicians or subcontractors, according to theoperations team’s analyses. a core element ofmaintenance services, Preventive maintenance involvesregular visual and physical inspections, as well asverification activities necessary to comply with theoperating manuals. the annual maintenance Plan (seean example in the Annex) includes a list of inspectionsthat should be performed regularly. Correctivemaintenance covers activities aimed at restoring a faultyPV plant, equipment or component to a status where itcan perform the required function. extraordinarymaintenance actions, usually not covered by the o&mfixed fee, can be necessary after major unpredictableevents in the plant site that require substantial repairworks. additional maintenance services include taskssuch as module cleaning and vegetation control.

Spare Parts Management

spare Parts management is an inherent and substantialpart of o&m aimed at ensuring that spare parts areavailable in a timely manner for Corrective maintenancein order to minimise the downtime of a solar PV plant.the spare parts should be owned by the asset ownerwhile normally maintenance, storage and replenishmentshould be the responsibility of the o&m Contractor. it isconsidered a best practice not to include the cost ofreplenishment of spare parts in the o&m fixed fee. theseGuidelines also include a minimum list of spare partsthat are considered essential.

Data and monitoring requirements

the purpose of the monitoring system is to allowsupervision of the energy flow in a PV power plant.Requirements for an effective monitoring includedataloggers capable of collecting data (such as energygenerated, irradiance, module temperature etc) of allrelevant components (such as inverters, energy meters,pyranometers, temperature sensors) and storing at leastone month of data with a recording granularity of up to15 minutes; as well as a reliable monitoring Portal(interface) for the visualisation of the collected data andthe calculation of KPis. as best practice, the monitoringsystem should ensure open data accessibility, in order toenable easy transition between monitoring platforms. asremotely monitored and controlled systems, PV plants

have exposure to cybersecurity risks, it is therefore vitalthat installations undertake a cyber security analysis andimplement a cybersecurity management system.

Key Performance Indicators

important KPis include PV power plant KPis, directlyreflecting the performance of the PV power plant, ando&m Contractor KPis, assessing the performance of theo&m service provided. PV power plant KPis includeimportant indicators such as the Performance Ratio (PR),which is the energy generated divided by the energyobtainable under ideal conditions expressed as apercentage; and uptime/availability, parameters thatrepresent, as a percentage, the time during which theplant is operating over the total possible time it is ableto operate. While uptime reflects all downtimesregardless of cause, availability involves certain exclusionfactors to account for downtimes not attributable to theo&m Contractor (such as force majeure), a differenceimportant for contractual purposes. o&m ContractorKPis include acknowledgement time (the time betweenthe alarm and the acknowledgement), intervention time(the time between acknowledgement and reaching theplant by a technician) and Resolution time (the time toresolve the fault starting from the moment of reachingthe PV plant). acknowledgement time plus interventiontime are called Response time, an indicator used forcontractual guarantees.

Contractual framework

although some o&m Contractors still provide PerformanceRatio guarantees in some cases, recent developmentsincluding the recommendations of the Global solarenergy standardisation initiative show that only usingavailability and Response time guarantees has severaladvantages. a best practice is a minimum guaranteedavailability of 98% over a year, with availability guaranteestranslated into Bonus schemes and liquidated Damages.When setting Response time guarantees, it isrecommended to differentiate between hours and periodswith high and low irradiance levels as well as fault classes,i.e. the (potential) power loss. as a best practice, werecommend using the o&m template contract developedas part of the Global solar energy standardisationinitiative (sesi), a joint initiative of the terrawatt initiative,the international Renewable energy agency, solarPowereurope and the Global solar Council. the sesi contracttemplate is set to be launched in 2018.

INTRODUCTION

1© first Solar

1.1. Rationale, aim and scope

a professional operation &maintenance (o&m) service packageensures that the photovoltaicsystem will maintain high levels oftechnical and consequentlyeconomic performance over itslifetime. Currently, it is widelyacknowledged by all stakeholdersthat high quality o&m servicesmitigate the potential risks, improvethe levelised cost of electricity(lCoe) and Power Purchaseagreement (PPa) prices andpositively impact the return oninvestment (Roi). this can behighlighted if one considers thelifecycle of a PV project which canbe broken down into the 4 phasesbelow. the o&m phase is by far thelongest phase.

• Development (typically 1-3 years)

• Construction (a few months)

• Operation & Maintenance (typically 20-35 years)

• Dismantling or repowering (a few months)

therefore, increasing the quality of o&m services is important and, incontrast, neglecting o&m is risky. the PV industry – a “young” industry thatevolves also in the services segment – offers a wide range of practices andapproaches. although this is partly logical, reflecting the specificities of eachsystem, topologies, installation sites and country requirements, there is aconfusion or lack of clarity and knowledge of many asset owners and fundingauthorities (investors or/and banks) of what the minimum requirementsshould be. in cases, especially in the past where feed-in tariffs were very highand favourable, there was an obvious lack of risk perception in combinationwith an underestimated performance metrics definition which hindered theproof of value of a professional and high-quality service provision.

existing standardisation still does not fill in the gaps, or clarify therequirements and their implementation. although in maintenance, thereare a number of technical international standards that can be followed, inoperations, which also covers planning, scheduling and administrativerelated tasks, there are many shortcomings. therefore, it is crucial todevelop and disseminate best practices to optimise the operations and thusenergy production, power plant management and resulting benefits. Bestpractices that set the quality bar high will enhance investors’ understandingand thus confidence.

With Version 2.0 o&m Best Practices Guidelines, solarPower europe makesthe next step towards this objective. the value proposition of this report isthat it is industry-led, containing the knowledge and the experience of well-established and leading companies in the field of o&m service provision,project development and construction (ePC), asset management, utilities,manufacturers and monitoring tool providers.



the scope of the current work includes the utility scalesegment and more specifically, systems above 1mW.the geographical focus is europe. it provides the high-level requirements that can be applied in all countriesaround europe (and beyond). specific nationalconsiderations such as legal requirements are notincluded and should therefore be considered separatelyif these Guidelines are to be used in specific countries.

the content covers technical and non-technicalrequirements, classifying them when possible into:

1. minimum requirements, below which the o&mservice is considered as poor or insufficient, andwhich form a minimum quality threshold for aprofessional and bankable service provider;

2. best practices, which are methods considered state-of-the-art, producing optimal results by balancingthe technical as well as the economic side;

3. recommendations, which can add to the quality ofthe service, but whose implementation depends onthe considerations of the asset owner or assetmanager, such as the available budget.

as for the terminology used in this document todifferentiate between these three categories, verbs such as“should” indicate minimum requirements, unless specifiedexplicitly otherwise, like in: “should, as a best practice”.

1.2. How to benefit from this document

this report includes the main and importantconsiderations for a successful and professional o&mservice provision. although it has not been tailored foreach stakeholder, its use is similar for all: understand themandatory requirements and the necessity ofprofessional o&m and incorporate the recommendationsaccordingly into the service package. any of the directlyrelevant stakeholders (see the following section) canbenefit from this work, tailor it to their needs withoutlowering the bar and know what to ask for, offer or expect.

although the focus is european, most of the content can beused in other regions around the world. the requirementsdescribed in the maintenance part apply without changesin regions with conditions similar to europe and a moderateclimate and additional requirements or modifications caneasily be made for other regions with unique characteristics.With regards to the operations and technical assetmanagement part, the requirements apply to PV assetsregardless of their location.

1.3. Stakeholders and roles

usually multiple stakeholders interact in the o&m phaseand therefore it is important to clarify as much aspossible the different roles and responsibilities. thesecan be abstracted to the following basic roles:

asset Owner. the stakeholder who contributes tofinancing of construction and operation of the PV powerplant is normally the investor (or a group of investors),who can be classified as private individuals, financinginvestors or investment funds and independent PowerProducers (iPPs) or utilities. assets are generally ownedby “special Purpose Vehicles” (sPV), i.e. limited liabilitycompanies, specifically incorporated for building,owning and operating one or more PV plants.

lender. the lender or debt provider (financing bank) isnot considered as an “asset owner” even if the loans arebacked up by securities (collateral). in principal, theinterests and performance expectations are differentbetween the investor (equity provider) and the lenderwho normally measures the risk based on the debtservice coverage ratio (DsCR). the role of the lender isbecoming more and more “smart” and less passive, withenhanced considerations and involvement regardingthe requirements for the debt provision.

asset Manager. asset management aims at ensuringoptimal profitability of the PV power plant (or a portfolioof plants) by supervising energy sales, energyproduction, and o&m activities. it also ensures thefulfilment of all the administrative, fiscal, insurance andfinancial obligations of the sPVs. therefore, this role hasa financial and technical aspect. asset managers reportto asset owners. in some cases, in particular where sPVsbelong to large asset owners such as utilities or largeiPPs, the asset management activity is done in-house.today most o&m Contractors assume some (technical)asset management responsibilities such as performancereporting to the asset owner.

O&M contractor. the entity that is in charge of o&mactivities as defined in the o&m contract. in some cases,this role can be subdivided into:

• technical asset Manager, serving as an interfacebetween the remaining o&m activities and the assetowner and in charge of high-level services such asperformance reporting to the asset owner, contractsmanagement, invoicing and warranty management.


1 INTRODUCTION / ContinueD

• Operations service provider in charge ofmonitoring, supervision and control of the PV powerplant, coordination of maintenance activities.

• Maintenance service provider carrying outmaintenance activities.

the three roles are often assumed by a single entitythrough a full-service o&m contract. a comprehensiveset of o&m activities (technical and non-technical) ispresented in this report.

technical advisors / Engineers. these are individualsor teams of experts that provide specialised services(e.g. detailed information, advice, technical consultingetc). their role is rather important since they ensure thatprocedures and practices are robust and of high quality– according to standards and best practices – tomaintain high performance levels of the PV plant.technical advisors can represent different stakeholders(e.g. investors and lenders).

Specialised suppliers. such suppliers could be ofspecialised services (e.g. technical consulting) orhardware (e.g. electricity generating components,security system etc).

authorities. these can be local (e.g. the municipality),regional (e.g. the provincial or regional authoritiessupervising environmental constraints), national (e.g.the national grid operator), or international (e.g. theauthors of a european grid code).

Off-taker. the entity who pays for the producedelectricity. this role is still evolving and is oftensubdivided according to national renewable powersupport schemes:

• the state or national grid operator / electricityseller(s), or specific authorities for renewable energy(such as Gse in italy) in a feed-in tariff (Fit) scheme.

• energy traders or direct sellers in a directmarketing scheme.

• end customers in schemes that underline autonomyin energy supply.

the aforementioned stakeholders and roles shouldsupport the provision of the necessary services andtransfer the guidelines of this report to real lifesituations. For example, in cases where either onestakeholder/party may take over several roles andresponsibilities or one role might be represented byseveral parties:

• an investor may take asset managementresponsibilities

• an asset manager may take over a more active roleand intervene in operations

• an asset manager may even take over full o&m

• an o&m Contractor’s role may be subdivided or mayalso include some asset management activities suchas specified below (e.g. reporting, electricity sale,insurance, fiscal registrations, etc)

• the end customer (or electricity buyer) may at thesame time be the asset owner, asset manager, ando&m Contractor (e.g. a PV power plant on anindustrial site to cover its own energy needs)

Figure 1 on the following page attempts to classify anddistribute the responsibilities among the differentstakeholders and, in particular, among the assetmanager (asset management), the o&m Contractor(operation & maintenance) and the ePC Contractor(engineering, Procurement, Construction). this figure isredesigned and based on a figure of Gtm (2013).

in general, the o&m Contractor will have a more technicalrole (energy output optimisation) and the asset managerwill undertake more commercial and administrativeresponsibilities (financial optimisation). the technicalaspects of asset management are called technical assetmanagement, a role that is often assumed by the o&mContractor. as opposed to the first version of the BestPractices Guidelines, this version handles technical assetmanagement as part of the core roles that can beprovided by the o&m Contractor and thus dedicates astandalone Chapter to technical asset management.


fIGurE 1 rOlES and rESPOnSIBIlItIES By dIffErEnt StaKEHOldErS In tHE fIEld Of O&M

© SOLARPOWER EUROPE 2017NOTE: THE RESPONSIBILITIES OF THE ASSET MANAGER AND THE O&M CONTRACTOR OVERLAP SOMETIMES, AND TECHNICALASSET MANAGEMENT CAN BE ASSUMEDBY EITHER THE O&M CONTRACTOR OR THE ASSET MANAGER.

However, all stakeholders should have a goodunderstanding of both technical and financial aspectsin order to ensure a successful and impactfulimplementation of services. that will require assetmanagers to have technical skills in-house for ameaningful supervision and proper assessment of thetechnical solutions, and o&m Contractors to have theability to cost-assess and prioritise their operationaldecisions and maintenance services.

this grey zone of responsibilities makes it difficult tostandardise properly the responsibilities of eachstakeholder. With this perspective, it is important thatcontracts define as precisely as possible scope, rightsand obligations of each party and the general workorder management.

OPERATION & MAINTENANCE

ASSET MANAGEMENTENGINEERING

Financial/Commercial Management

Billing, collection, payments

Accounting & financial reporting

Tax preparation / filling / administration

Equity / debt financing management

Insurance administration

Interface with banks, investors, regulators, local authorities etc.

SPV / project co. Representation

Other services (REC accounting/trading, community benefits etc.)

Engineering

• Plant (re)commissioning• Quality audit/inspection• Re-powering and upgrades• Monitoring install / retrofit• As-built design documentation• Plant design overview

Technical Asset Management

Reporting to Asset Owner • PV plant performance• O&M performance• Incidents

Ensuring regulatory compliance• Legal requirements for Plant operation• PPAs• Power generation licence• Building & environmental permits

Warranty management

Insurance claims

Contract mangement (Oversight of Contractors)

Plant operation• Plant controls• Power generation forecasting (optional)• Grid operator interface, grid code compliance• Maintenence scheduling

Management of change (optional)

Spare parts management

Reporting to Technical Asset Manager

Guarantees:• Availability guarantee• Response Time guarantee

PV Site Maintenance• Module cleaning• Vegetation management• Snow or sand removal

Spare parts storage

Additional Services:• General site management (Pest control, Water/waste management, Roads/fences/buidlings/ drain maintenance, Maintenance of surveillance system)• On-site measurements (Meter readings, Data entry on fiscal registers, String measurements, Thermal inspection)

Maintenance

PV Plant Maintenance• Preventative maintenance• Corrective maintenance• Extraordinary maintenance (optional)

Operations

Plant documentation management

Plant supervision• Performance monitoring• Performance analysis & improvement• Issue detection• Service dispatch• Security monitoring interface (optional)


DEFINITIONS

2this section introduces a basic setof definitions of important termsthat are widely used in the o&m field(contracts) and is necessary for alldifferent stakeholders to have acommon understanding. in general,there are standards in place thatexplain some of these terms,however, it is still difficult in practiceto agree on the boundaries of thoseterms and what exactly is expectedunder these terms or services (e.g.the different types of maintenancesor operational tasks).

indeed, it is more challenging forterms in the operational field sincethose are less technical and notstandardised as in the case formaintenance. the chapter providesa short list (alphabetically ordered)which is not exhaustive, but reflectsthe different sections of thisdocument. For the definitionsrelating to maintenance thestandard en 13306 (“maintenanceterminology”) was used as a basis.

additional Services actions and/or works performed, managed oroverseen by the o&m Contractor, which arenot (but can be if agreed) part of the regularservices and normally charged “as-you-go”,e.g. ground maintenance, module cleaning,security services etc. some of the additionalservices can be found as a part of thePreventive maintenance, depending on thecontractual agreement.

contract management

activities related to the proper fulfilment ofo&m contract obligations such as reporting,billing, contract amendments, regulatorinteraction etc.

contractual framework

an agreement with specific terms between theasset owner and the o&m Contractor. thisagreement defines in detail the o&m services,both remote operations services and localmaintenance activities, the management andinterfaces of those services, as well as theresponsibilities of each party. liquidateddamages and bonus schemes are also part ofthe contractual commitments.

control room Services/Operationscentre Services

Comprehensive actions like PV plantmonitoring, supervision, remote controls,management of maintenance activities,interaction with grid operators, regulators,asset managers and asset owners, and thepreparation and provision of regularreporting performed by experienced andqualified staff in a control room duringoperational hours for 365 days/year.

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corrective maintenance

actions and/or techniques (immediate or deferred) taken to correct failures,breakdowns, malfunctions, anomalies or damages detected during inspections, orthrough monitoring, alarming, or reporting or any other source. the actions aredesired to restore the PV system back into regular and required operation mode.

data & monitoringrequirements

Hardware and software, technical and functional specifications to collect, transmitand store production, performance and environmental data for plant management.

documentationmanagement system

a management system that records, manages and stores documents required foro&m, such as technical plant and equipment documentation and drawings,maintenance manuals, photos and reports, including the various versions that arebeing created by different users, reviews and approvals. Documentation managementsystem also defines a proper format and use (information exchange).

Environment, Health & Safety (EH&S)

environment, Health and safety indicates the activities performed to ensureenvironmental protection, occupational health and safety at work and on site,applicable to staff and visitors according to the national applicable laws and regulations.

ExtraordinaryMaintenance

actions and/or works performed in case of major unpredictable faults, such as serialdefects, force majeure events etc, that are generally considered outside of theordinary course of business.

Grid code compliancerequirements

equipment, procedures, actions and activities required by the respective grid operator(s)in order to comply with grid safety, power quality and operating specifications.

Insurance claims Customer’s activities required to claim a reimbursement based on specific insurancepolicy terms

Key PerformanceIndicator (KPI)

a technical parameter that helps the stakeholders to evaluate the successfuloperation of a PV plant and/or the success of the o&m Contractor’s activities.

Management of change

management of change defines the way to handle necessary adjustments of thedesign of a PV power plant after the Commercial operation Date. Changes requirea close cooperation between the plant owner and the o&m Contractor.

Performance analysis & improvement

measurements, calculations, trending, comparisons, inspections etc performed inorder to evaluate the PV plant, segments and/or single component performance,site conditions, equipment behaviour etc, and to provide reports and assessmentstudies to interested parties (customer, public authority, etc).

Personnel & training

operators, technicians, engineers and managers employed for the execution of theo&m activities and training plans/programmes to train them on relevant PV plantrelated aspects and to keep them continuously updated on their respective roles.

Power plant controls

actions required by the grid operator, for controlling active and/or reactive powerbeing fed into the grid, other power quality factors that are subject to adjustmentsand/or (emergency) shut down (if applicable).

Power plant monitoring

overall monitoring of the functioning, energy generation and reference data of thePV plant and its components, which is performed through real-time (web based)monitoring software. the monitoring operates 24h/365d and is fed by in-plant data-logging systems that collect data from different plants as well as by irradiation andtemperature measurements from particular sensors and other sources such asmeteorological information (data acquisition 24h/365d).


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Power plant supervision

the activity to supervise and analyse data provided by the monitoring system whichis performed by experienced human resources during daylight hours and managedby one or more control rooms (365 days/year). the reception and qualification ofthe alarms from the monitoring tool is also considered to be part of the supervision.

Predictive Maintenance

actions and/or techniques that are performed to help assess the condition of a PVsystem and its components, predict/forecast and recommend when maintenanceactions should be performed. the prediction is derived from the analysis andevaluation of significant parameters of the component (e.g. parameters related todegradation). monitoring systems and expert knowledge are used to identify theappropriate actions based on a cost benefit analysis.

Preventive Maintenance

actions and/or testing and/or measurements to ensure optimal operatingconditions of equipment and of the entire PV plant and to prevent defects andfailures. those take place periodically and according to a specific maintenance-plan and maintenance schedules.

Power Generationforecasting

adoption of forecasting tools calculating expected power production for a certaintimeframe from weather forecasts in order to supply the expected powerproduction to owner, grid operator, energy traders or others. this is normallycountry and plant dependent.

regulatory compliance

Compliance to any law, statute, directive, bylaw, regulation, rule, order, delegatedlegislation or subordinate legislation directly applicable in the country where theservice is provided, as well as to any mandatory guidelines and measures issuedby a utility and any other competent public authority.

reporting & other deliverables

Deliverables produced periodically, according to requirements detailed in the o&magreement or following best market practices, including PV plant performance, KeyPerformance indicators, maintenance activities and work orders performed, alarmhandling, equipment status, warranty handling activities and spare parts tracking andany other analysis performed in compliance with the o&m contract requirements.

Security actions, procedures, equipment and/or techniques that are adopted on site andremotely in order to protect the plant from theft, vandalism, fire and unauthorisedentry. security services are to be provided be specialised security service providers.

Spare Parts Management

activities that ensure availability of the right amount and type of components,equipment, parts etc, either on site or in warehouses or in manufacturers’consignment stocks, for prompt replacement in case of failure and/or to meetguarantees under o&m contracts.

Warranty management Warranty management usually aggregates activities of a diverse nature which arelinked to areas such as supply of equipment and services, and project construction.all these responsibilities (warranties) are usually materialised with the issue of theProvisional acceptance Certificate (PaC) by the ePC. Warranty management is theactivity that manages these warranties with the objective of reducing the costs andresponse times after warranty claims for repair or replacement of certain PV systemcomponents (under the warranty of the ePC and/or the components manufacturer).


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the asset Owner has the ultimatelegal and moral responsibility toensure the health and safety ofpeople in and around the solarplant and for the protection of theenvironment around it. thepractical implementation isnormally subcontracted to theO&M contractor.

Environment. Renewable energies are popular because of their lowenvironmental impact and it is important that solar plants are operated andmaintained to minimise any adverse effects. environmental problems cannormally be avoided through proper plant design and maintenance – forexample, bunds and regular inspection of HV transformers will reduce thechances of significant oil leaks – but where issues do occur the o&mContractor must detect them and respond promptly. Beyond theenvironmental damage there may be financial or legal penalties for theowner of the plant.

other aspects that need to be taken into account, as best practice, arerecycling of broken panels and electric waste so that glass, aluminium andsemiconductor materials can be recovered and reused. in areas with waterscarcity, water use for module cleaning should be minimised.

in many situations, solar plants offer an opportunity, where managedsympathetically, to provide opportunities for agriculture and a valuablenatural habitat for plants and animals alongside the primary purpose ofgeneration of electricity. a well thought out environmental managementplan can help promote the development of natural habitat, as well asreduce the overall maintenance costs of managing the grounds of the plant.it can also ensure the satisfaction of any legal requirements to protect ormaintain the habitat of the site.

Health and Safety. managing the risks posed by the solar plant to the healthand safety of people, both on and around the plant, is a primary concern ofall stakeholders. solar plants are electricity generating power stations andhave significant hazards present which can result in permanent injury or death.Risks can be reduced through proper hazard identification, careful planningof works, briefing of procedures to be followed regular and well documentedinspection and maintenance (see also section 6.10. Power plant security).

the dangers of electricity are well known and can be effectively managedthrough properly controlled access and supervision by the o&m Contractor.

ENVIRONMENT, HEALTH & SAFETY

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any person coming on to a solar farm should expect someform of induction to ensure they are briefed on anyhazards and risks. staff working on electrical equipmentmust be appropriately trained, experienced andsupervised, but it is also key that others working aroundthe equipment - for example panel cleaners - are equallyaware of the potential risks and have safe methods ofworking around HV and lV electricity.

Hazardous areas and equipment should carryappropriate markings to warn personnel of possiblehazards and wiring sequence. such markings should beclear and evident to all personnel and third parties (andintruders) entering the plant premises.

as well as the inherent dangers of a typical solar plant,every site will have its own set of individual hazardswhich must be considered when working on the plant.an up-to-date plan of hazards is important for the o&mContractor to use to manage his own staff and toprovide third party contractors with adequateinformation. it is usually the case that the o&mContractor holds the authority and responsibility toreview and, where necessary, reject works taking placeon the plant. Failure to carry this out properly hasimportant consequences to general safety.

Besides workers on the solar plant, it is not unusual forother parties to require access to it. this may be the assetowner, or their representative, the landlord of the land, orin some situations members of the public. it is importantthat the plant access control and security system keepspeople away from areas of danger and that they areappropriately supervised and inducted as necessary.

the asset owner is ultimately responsible for thecompliance of H&s regulations within the site/plant. theasset owner must make sure that, at all times, theinstallation and all equipment meet the relevantlegislations of the country and also, that all contractors,workers and visitors respect the H&s legislation by strictlyfollowing the established procedures, including the useof established personal protective equipment (PPe).

at the same time, the o&m Contractor should prepareand operate its own safety management systems to beagreed with the asset owner taking into account siterules and the Works in relation to health and safety andperceived hazards. the o&m Contractor should ensure

that it complies, and that all subcontractors complywith the H&s legislation.

the asset owner will have to require from the o&mContractor to represent, warrant and undertake to theowner that it has the competence and that it willallocate adequate resources to perform the duties of theprincipal contractor pursuant to specific nationalregulations for health and safety.

Before starting any activity on site the asset owner willdeliver risk assessment and method statements to theo&m Contractor who will provide a complete list ofpersonnel training Certifications and appoint a H&scoordinator. During the whole duration of the contract theo&m Contractor will keep the H&s file of each site updated.

the o&m Contractor must have his personnel trained infull accordance with respective national legal andprofessional requirements, that generally result inspecific certification to be obtained, for example in orderto be allowed to work in mV and/or HV electrical plants.Within europe, referral to european standards is notsufficient (examples of standards used today are iso14001, oHsas 18001 etc).

in order to achieve a safe working environment, allwork must be planned in advance, normally writtenplans are required.

Risk assessments need to be produced which detail allof the hazards present and the steps to be taken tomitigate them.

the following dangers are likely to exist on most solarplants and must be considered when listing hazards inorder to identify risks. the severity of any injuries causedare commonly exacerbated by the terrain andremoteness often found on solar plants.

1. Medical problems. it is critical that all personnelengaged in work on solar farms have considered andcommunicated any pre-existing medical problemsand any additional measures that may be requiredto deal with them.

2. Slips, trips and falls. the terrain, obstacles andequipment installed on a solar farm provide plentyof opportunities for slips, trips and falls both atground level and whilst on structures or ladders.


3. collisions. Collisions can occur between personnel,machinery/vehicles and structures. the large areascovered by solar farms often necessitate the use ofvehicles and machinery which when combined withthe generally quiet nature of an operational solarfarm can lead to a lack of attention. General riskssuch as difficult terrain, reversing without abanksman and walking into the structure supportingthe solar panels require special attention.

4. Strains and sprains. lifting heavy equipment, oftenin awkward spaces or from uneven ground, presentsincreased risk of simple strains or longer termskeletal injuries.

5. Electrocution. operational solar farms whetherenergised or not present a significant risk ofelectrocution to personnel. this risk is exacerbatedby the nature and voltage of the electricity on siteand the impossibility of total isolation. staff engagedin electrical work obviously suffer the greatest riskbut everybody on site is at risk from step potentialand other forms of electrocution in the event of afault. specific training needs to be given to all thoseentering a solar farm as to how to safely deal withthe effects of electrocution.

6. fire. several sources of combustion exist on a solarfarm, the most common being electrical fire othersincluding combustible materials, flammable liquids,and grass fires. safe exit routes need to be identifiedand procedures fully communicated. all personnelneed to be fully aware of what to do to both avoidthe risk of fire and what to do in the event of a fire.

7. Mud and water. many solar farms have watertravelling through them such as streams and rivers,some have standing water, and some are floatingarrays. mud is a very common risk particularly inwinter as low-grade farmland is often used for solarfarms. mud and water present problems for accessas well as electrical danger.

8. Mechanical injury. Hand-tools, power tools,machinery as well as such mechanisms asunsecured doors can present a risk of mechanicalinjury on site.

9. Weather. the weather presents a variety of hazards,the most significant of which is the risk of lightningstrike during an electrical storm. Due to the metalstructures installed on a solar farm an electrical stormis more likely to strike the solar array than surroundingcountryside. a solar farm must be vacated for theduration of any electrical storm. Working in cold andrainy weather can cause fatigue and injury just asworking in hot sunny weather presents the risk ofdehydration, sunburn, and sun stroke.

10.Wildlife and livestock. the renewable energyindustry is proud to provide habitats for wildlife andlivestock alongside the generation of electricity.some wildlife however presents dangers. there areplants in different regions which can presentsignificant risk, some only when cut duringvegetation management. animals such as rodents,snakes and other wildlife as well as livestock canpresent significant risks. the nature of these risks willvary from place to place and personnel need to beaware of what to do in the event of bites or stings.

everyone entering a solar farm, for whatever reason,should have been trained in the dangers present on solarfarms and be trained for the individual task that they willbe performed. they should have all of the PPe and toolsnecessary to carry out the work in the safest way possible.the work should be planned in advance and everyoneconcerned should have a common understanding of allaspects related to the safe execution of their task.Different countries will mandate written and hard copypaperwork to meet legislation, but best practice is toexceed the minimum requirements and to embrace thespirit of all relevant legislation.

Best practice in H&s sees the ongoing delivery oftraining and sharing of lessons learned and workmethods. By increasing the skills of persons involved inthe industry, we can make the industry both safer andmore productive.

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PERSONNEL & TRAINING

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It is of critical importance that allOperation and MaintenancePersonnel have the relevantqualifications to perform theworks in a safe, responsible andaccountable manner. It is difficultto define exactly and in general notadvisable to be rigid with theprofile of the employees suitableto carry out the work and meet thenecessary requirements. Indeed,the necessary knowledge andexperience can be gained throughdifferent career developments andby different engagements.

the solar industry benefits from a wide range of skills and experience. teammembers with a range of electrical, mechanical, financial, business andcommunications skills are required to handle different tasks and all of themstrengthen the positive impact of the service provision.

everyone who enters a solar plant needs to be trained in the dangerspresent in addition to their individual skills and experience required for thetasks that they normally perform. awareness of the necessary health andsafety regulations is a must.

as the solar industry globally is a growth industry, it follows that skills willneed to be taught in order to create a suitable workforce. it is thereforeincumbent on all employers in the industry to create a training scheme bothinternally and externally which creates opportunities for qualifications anddevelopment. Whilst it is inevitable that some staff will choose to leave, it isunrealistic to imagine that any company can always employ already skilledand qualified staff.

the creation of a training matrix such as shown the proposed skills matrixin the annex enables a company to record skills, both formal and informal,to identify gaps and to provide training to fill the gaps.

as the industry grows, there is a rapid rate of technological change as wellas emergent best practices, which require a programme of continuouspersonal development to which both individuals and companies need tobe committed.

the matrix goes beyond any educational background and focuses on theskills required by the o&m company in a specific country. therefore, manyof the skills/requirements are adjustable due to different practices andregulations across europe.


It is not easy to draw a sharp linebetween the high-level tasks of theOperations team and the moretechnical responsibilities of theasset Manager. In many cases, theO&M contractor assumes sometasks related to technical assetManagement such as KPIreporting. the below tasks can beregarded as technical assetManagement and can byperformed by the O&M contractoror the asset Manager. thus“technical asset Manager” in thebelow sections can mean eitherthe O&M contractor or the assetManager. In cases where thetechnical asset Manager and theO&M contractor are separateentities, a close coordination andinformation sharing between thetwo entities is indispensable.

5.1. Reporting

the technical asset manager is responsible for preparing and providingregular reporting to the asset owner and further recipients defined in theagreement between the asset owner and the technical asset manager.

the frequency of the reporting can be set daily, weekly, monthly, quarterlyor annually (with monthly being the most common), with specificallydefined content for each of these reports. Generating a report for anyspecific time range in the past can also be possible.

table 1 includes some proposed quantitative and qualitative indicatorswhich should be in reports as a minimum requirement, a best practice or arecommendation. For more details on the individual indicators, see 10. KeyPerformance Indicators.

a new trend in the industry is to extend the reporting beyond the pure PV plantindicators and to incorporate reporting on the actual activities. this means thatthe o&m Contractor can have a Cmms (Computerised maintenance managementsystem) in order to measure various o&m KPis (e.g. acknowledgement time,intervention time, Reaction time, Resolution time) and equipment performance(e.g. mean time Between Failures). the technical asset manager should alsoreport on spare Parts management and in particular on spare parts stock levels,spare parts consumption, in particular PV modules on hand, spare parts underrepair. With the emergence of Predictive maintenance, the technical assetmanager can also report on the state of each individual equipment. Furthermore,the periodic reporting can include information on the status of the security andsurveillance system. in this case, the security service provider is responsible forproviding the relevant input to the technical asset manager.

on top of the periodical standard reports (monthly, quarterly or yearly)where operations activities are reported by the technical asset manager tothe asset owner, it is a best practice for the o&m Contractor to provide anintermediate operation report when a fault is generating a major loss. a lossdue to a fault is considered major when PR and availability are affected bymore than a certain threshold throughout the ongoing monitoring (orreporting) period. a best practice is to set this threshold to 1 % of availability

TECHNICAL ASSET MANAGEMENT

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or 1% PR within a reporting period of one month. thereport should be sent as soon as the fault isacknowledged or solved and should contain all therelevant details related to the fault together withrecommendations for extraordinary maintenance whenthe necessary operations are not included in themaintenance contract.

• typically, this maintenance report should contain:Relevant activity tracks (alarm timestamp,acknowledge time, comments, intervention time,operations on site description, pictures etc).

• the estimated production losses at the moment ofwriting the report.

• the estimated production losses for the totalduration of the period, counting on the estimatedresolution time if the issue is not solved yet.

• the device model, type and serial number when thefault is affecting a device.

• the peak power of the strings connected to the device(s).

• the alarm and status log as provided by the device.

• the resolution planning and suggestions. eventualreplacement needed.

• spare parts available.

• estimated cost for the extra-ordinary maintenance.

TYPE OF DATA PROPOSED INDICATOR TYPE OF REQUIREMENT

raw data measurements irradiation minimum Requirement

active energy Produced minimum Requirement

active energy Consumed Best Practice

raw data measurements Reference Yield Recommendation

specific Yield Recommendation

Performance Ratio minimum Requirement

temperature-corrected Performance Ratio Best Practice

energy Performance index Best Practice

uptime Best Practice

availability minimum Requirement

energy-based availability Recommendation

acknowledgement time minimum Requirement

O&M contractor KPIs intervention time minimum Requirement

Response time minimum Requirement

Resolution time minimum Requirement

mean time Between Failures (mtBF) Recommendation

Equipment KPIs inverter specific energy losses Recommendation

inverter specific efficiency Recommendation

module soiling losses Recommendation

main incidents and impact on production minimum Requirement

Incident reporting Warranty issues Best Practice

eH&s issues Best Practice

spare parts stock levels and status Best Practice

Preventive maintenance tasks performed Best Practice

taBlE 1 PrOPOSEd IndIcatOrS/valuES rEquIrEd fOr tHE rEPOrtInG


5.2. Regulatory compliance

the technical asset manager is responsible forensuring that the operation of the PV plant is incompliance with the regulations. several levels ofregulation have to be considered:

• many countries have a governing law for theoperation of energy generating assets or renewableenergy and PV plants in particular. this is somethingthe o&m Contractor should be aware of in any case,even if the o&m Contractor and the technical assetmanager are separate entities.

• Power Purchase agreements (PPa) andinterconnection agreements must also to be knownand respected by the technical asset manager.

• Power generation license agreements need to bemade available by the asset owner to the technicalasset manager so that the technical asset managercan ensure compliance with the regulations ofthese licenses.

• specific regulation for the site such as building permits,environmental permits and regulations can involvecertain requirements and the need to cooperate withthe local administration. examples include restrictionsto the vegetation management and the disposal ofgreen waste imposed by the environmentaladministration body, or building permits restrictingworking time on site or storage of utilities.

• it is the o&m Contractor’s responsibility to ensuregrid code compliance. see 6.8. Grid code compliance.

as a minimum requirement the agreement between thetechnical asset manager/o&m Contractor and the assetowner should list all the relevant permits andregulations and specify that the asset owner makesrelevant documents available to the technical assetmanager or o&m Contractor.

as a best practice, all regulations, permits andstipulations should be managed within the electronicdocument management system (see section 6.1.Document Management System (DMS)). this allows thetechnical asset manager to track reporting andmaintenance requirements automatically and reportback to the asset owner or the administration bodies.

5.3. Warranty management

the technical asset manager can act as the assetowner’s representative for any warranty claims vis-à-visthe oem manufacturers of PV plant components. theagreement between the asset owner and the technicalasset manager should specify warranty managementresponsibilities of the technical asset manager and theasset owner and set thresholds under which thetechnical asset manager can act directly or seek theasset owner’s consent. the technical asset manager orthe operations team will then inform the maintenanceteam to perform warranty related works on site. usuallythe warranty management scope is limited by endemicFailures (see definition below in this section). executionof warranty is often separately billable.

For any warranty claims the formal procedure providedby the warranty provider should be followed. allcommunications and reports should be archived forcompliance and traceability reasons.

Objectives of Warranty Management:

• improve the efficiency in complaining processes

• Help to reduce the warranty period costs

• Receive and collect all the warranty complaints

• support the complaint process

• negotiate with manufacturers more efficientcomplaint procedures

• study the behaviour of the installed equipment

• analyse the costs incurred during thewarranty period

types of warranties on a Pv Plant:

• Warranty of Good execution of Works

• Warranty of equipment (Product Warranty)

• Performance Warranty

Warranty of good execution of works and equipment warranties

During the warranty period, anomalies can occur in thefacility, which the ePC provider is liable for. theanomalies must be resolved according to their natureand classification, in accordance to what is described inthe following chapters.

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Performance Warranty

ePC Contractors usually provide a 2-year performancewarranty period after CoD. During the warranty period,it is the responsibility of the technical asset manager tomonitor, calculate, report and follow-up the values ofPerformance Ratio and other KPis guaranteed by theePC Contractor.

Within this scope, it is the responsibility of the technicalasset manager to:

• manage the interventions done within the scope ofthe warranty in order to safeguard the performancecommitments undertaken under the contract;

• Periodically inform the asset owner about thecondition of the contracted performance indicators;

• immediately alert the asset owner whenever thelevels of the indicators have values or tendenciesthat could indicate a risk of failure.

5.4. Insurance claims

the technical asset manager can act as the assetowner’s representative for any insurance claims vis-à-vis the insurance provider.

the agreement between the technical asset managerand the asset owner should specify insurancemanagement responsibilities of the asset owner andthe technical asset manager. the technical assetmanager will at least be responsible for the coordinationof site visits by an insurance provider’s representative ortechnical or financial advisors in connection with theinformation collection and damage qualification, aswell as for the drafting of technical notes to support thereimbursement procedure.

For any insurance claims the formal procedure providedby the insurance provider should be followed. allcommunications and reports should be archived forcompliance and traceability reasons.

the anomalies or malfunctions that might occur withinthe facility warranty period might be classified thefollowing way:

• Pending Works, in accordance to the list of PendingWorks (or Punch list) agreed with the client duringePC phase;

• Insufficiencies, these being understood as anypathology in the facility resulting from supplies orconstruction, that although done according to theproject execution approved by the client, has provento be inadequate, unsatisfactory or insufficient;

• defects, these being understood as any pathologyresulting from supplies or construction executed ina different way from the one foreseen and specifiedin the project execution approved by the client;

• failure or malfunction of equipment, beingunderstood as any malfunction or pathology found inthe equipment of the photovoltaic facility – modules,inverters, Power transformers or other equipment.

anomalies Handling. During the Warranty Period, all theanomaly processing should, as best practice, becentralised by the technical asset manager/o&mContractor, who is responsible for the firstacknowledgment of the problem and its frameworkaccording to its type, and is the main point of contactbetween the internal organisational structure and theclient in accordance to the criteria defined below.

Pending Works, Insufficiencies and defects. in the caseof anomalies of the type “Pending Works”,“insufficiencies” or “Defects”, the technical assetmanager must communicate the occurrence to the ePCprovider, who shall be responsible to assess theframework of the complaint in the scope of the ePCcontract, determining the action to be taken.

resolution of failures in the case of anomalies of thetype “failures”. the technical asset manager shouldpresent the claim to the equipment supplier and followthe claims process.

Endemic failures. endemic failures are product failuresat or above the expected failure rates resulting fromdefects in material, workmanship, manufacturingprocess and/or design deficiencies attributable to themanufacturer. endemic failure is limited to productfailures attributable to the same root cause.


5.5. Contract management

the technical asset manager is also in charge ofoverseeing various contractual parameters,responsibilities and obligations of the asset ownerlinked to the respective PV plant. Contract managementresponsibilities depend largely on factors such asgeographic location, project size, construction and off-taker arrangements.

as a minimum requirement, the initial step in thisprocess is a comprehensive analysis of the contractsfollowed by a well-defined Division of Responsibility(“DoR”) matrix that clearly delineates which entity isresponsible for commercial, operational andmaintenance actions on both short and long term.upon mutual agreement between the parties, the DoRcan serve as the driving and tracking tool for term of lifecontractual oversight.

as a form of best practice, the Contract manager’sresponsibilities often also extend to functioning as theinitial contact for all external questions. this allows foroptimal access by the asset owner to all areas of theservice provider’s organisation, and adherence to thecontractual responsibilities. the Contract manager alsoassumes the responsibility for invoicing of the o&m feesto the asset owner.

For reasons of quality, the technical asset managershould also track their own compliance with therespective contract, either o&m contract or assetmanagement contract, and report to the asset owner infull transparency.

upon agreement, the technical asset manager can alsohandle the management of contracts between the assetowner and component suppliers. as an additionalservice, this can be considered best practice.

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POWER PLANT OPERATION

6central control room. © BayWa r.e.

Operations is about remotemonitoring, supervision andcontrol of the Pv power plant. Italso involves liaising with orcoordination of maintenanceactivities. the below sections givean overview of Operations tasksand requirements.

6.1. Documentation Management System (DMS)

solar PV plant documentation is crucial for an in-depth understanding ofthe design, configuration and technical details thereof. it is the asset owner’sresponsibility to provide those documents and if not available, they should,as best practice, be recreated at the asset owner’s cost.

Before assuming any maintenance and/or operational activities, it is importantto understand in-depth the technical characteristics of the asset. there aretwo important aspects related to the management of this information:

• information type and depth of detail / as-built documentation

• management and control

moreover, for quality / risk management and effective operationsmanagement a good and clear documentation of contract information,plant information, maintenance activities and asset management areneeded over the lifetime of the plant. this is what is called here:

• Record control (or records management)

nowadays, there are different Dmss available and described by a series ofstandards (iso) that can be implemented. this is an important requirementthat would allow any relevant party to trace any changes during the lifetimeof the plant’s operation and follow up accordingly (e.g. when the o&mContractor changes, or the teams change, or the plant is sold etc).

Information type and depth of detail / as-built documentation

the documentation set accompanying the solar PV plant should, as a bestpractice, contain the documents described in the annex. the ieC 62446standard can also be considered to cover the minimum requirements foras-built documentation.


in general, for optimum service provision and as a bestpractice, the o&m Contractor should have access to allpossible documents (from the ePC phase). the siteoperating Plan is the comprehensive documentprepared and provided by the plant ePC, which lays outa complete overview of the plant location, layout,electrical diagrams, components in use and referenceto their operating manuals, eH&s rules for the site andcertain further topics. all detailed drawings from the ePCneed to be handed over to the o&m Contractor andbeing stored safely for immediate access in case of PVplant issues or questions and clarifications with regardsto permits and regulation.

Management and control

Regarding the document control, the followingguidelines should be followed:

• Documents should be stored either electronically orphysically (depending on permits/regulations) in alocation with controlled access. an electronic copy ofall documents should be available for all documents.

• only authorised people should be able to view ormodify the documentation. a logbook of all themodifications should be kept. as a best practice,such a logbook should contain minimally thefollowing information:

• name of person, who modified the document

• Date of modification

• Reason of modification and further information,e.g. link to the work orders and service activities

• Versioning control should be implemented as a bestpractice. involved people should be able to reviewpast versions and be able to follow through thewhole history of the document.

Record control

a key point is that necessary data and documentation areavailable for all parties in a shared environment and thatalarms and maintenance can be documented in aseamless way. Critical to the operations team is that themaintenance tasks are documented back to and linkedwith the alarms which might have triggered therespective maintenance activity (work ordermanagement system log). Photographs from on-siteshould complement the documentation (whenapplicable) – photo documentation. tickets (ticketinterventions) should be stored electronically and madeavailable to all partners. the asset owner should alsomaintain ownership of those records for future references.

to learn from the past and ongoing operation andmaintenance and to then be able to improveperformance via for example Predictive maintenance inthe following years, it is crucial that all data is stored andthat all workflows and alarms are stored to createautomatic logbooks of operation and maintenance andalarms. such data collection together with thoseacquired by the monitoring tool can be used for furtheranalysis and future recommendations to the client.such analysis and the respective outcomes should alsobe recorded.

last but not least, there should be a properdocumentation for the curtailment periods as well asthe repairing periods when the plant is fully or partlyunavailable. this will all be recorded by the monitoringsystem to be able to measure lost energy duringmaintenance activities. For this, having the correctreference values at hand is crucial. For importantexamples of input records that should be included inthe record control, see Annex c.

as in the case of the as-built documentation, all records,data and configuration of the monitoring tool and anysort of documentation and log that might be useful fora proper service provision must be backed up andavailable when required. this is also important whenthe o&m Contractor changes.

6 POWER PLANT OPERATION / ContinueD


the analysis should also include the option for havingcustom alarms based on client specific thresholds suchas for example business plan data or real-timedeviations between inverters on site.

in particular, the agreed KPis should be computed andreported (see 10. Key Performance Indicators). specialattention should be paid to the fact that such KPicalculations should take into consideration thecontractual parameters between o&m Contractor andasset owner, in order to provide an accurate and usefulcalculation for evaluation and eventually liquidateddamages or bonuses.

6.4. Optimisation of O&M

an essential part of operations is the analysis of all theinformation generated throughout o&m, such asResponse time, and how this correlates to the variousclassification of events and root causes. another vitalpart of operations is the analysis of costs incurred forvarious interventions, categorised into materials andlabour. Having such information helps to furtheroptimise the asset by reducing production losses andthe cost of o&m itself.

6.5. Predictive Maintenance

Predictive maintenance is a special service provided byo&m Contractors who follow best practices principles.it is defined as a condition based maintenance carriedout following a forecast derived from the analysis andevaluation of the significant parameters of thedegradation of the item (according to en 13306). aprerequisite for a good Predictive maintenance is thatthe devices on site can provide information about theirstate, in such a way that the o&m contractor canevaluate trends or events that signal deteriorations ofthe device. as a best practice, the device manufacturershould provide the complete list of status and errorcodes produced by the device together with the detaileddescription of their meaning and possible impact on thefunction of the device. additionally, a standardisation ofstatus and error codes through inverters anddataloggers within a same brand should be followedand, in the future, this standardisation should becommon to all manufacturers.

6.2. Plant performance monitoring and supervision

the operations team of the o&m Contractor isresponsible for continuous monitoring and supervisionof the PV power plant conditions and its performance.this service is done remotely through the use ofmonitoring software system and/or plant operationscentres. the o&m Contractor should have full access toall data collected from the site in order to perform dataanalysis and provide direction to the maintenanceservice provider/team.

Besides the data from the site, if a CCtV system isavailable on site, the o&m Contractor should, as a bestpractice, be able to access it for visual supervision andalso have access to local weather information.

the o&m Contractor is responsible for being the maininterface between the plant owner, the grid operatorand the regulator (if applicable) over the lifetime of theo&m contract regarding production data. theoperations team should be staffed to provide servicesand be reachable by the asset owner via a hotlineduring daytime, when the system is expected togenerate electricity. the operations team is alsoresponsible to coordinate accordingly with themaintenance service provider/team.

For more information on monitoring requirements, see9. Data and monitoring requirements.

6.3. Performance analysis and improvement

the o&m Contractor makes sure that the performancemonitoring is correct.

in general, the data should be analysed down to thefollowing levels:

1. Portfolio level (group of plants) under control of theo&m Contractor (minimum requirement).

2. Plant level (minimum requirement).

3. inverter level (minimum requirement).

4. string level (as a recommendation).

the analysis should furthermore show the required dataon the specific levels listed above and for different timeaggregation periods from the actual recording intervalup to monthly and quarterly levels.



the asset owner or interested party that wants tobenefit from Predictive maintenance should, as a bestpractice, select “intelligent” equipment set withsufficient sensors, and opt for an appropriatemonitoring software system which should be able toprovide basic trending and comparison (timewise orbetween components and even between PV sites)functionality (minimum requirement).

the operations team of the o&m Contractor doesPredictive maintenance thorough continuous or regularmonitoring, supervision, forecast and performance dataanalysis (e.g. historical performance and anomalies) ofthe PV plant (at the DC array, transformer, inverter,combiner box or/and string level). this can identifysubtle trends that would otherwise go unnoticed untilthe next circuit testing or thermal imaging inspectionand that indicate upcoming component or systemfailures or underperformance (e.g. at PV modules,inverters, combiner boxes, trackers etc level).

Before deciding which Predictive maintenance actionsto recommend, the operations team should implementand develop procedures to effectively analyse historicaldata and faster identify behaviour changes that mightjeopardise systems performance. these changes ofbehaviour are usually related to the pre-determined orunpredicted equipment degradation process. For thisreason, it is important to define and to monitor allsignificant parameters of wear-out status, based on thesensors installed, algorithms implemented into thesupervision system and other techniques.

Following such analysis, the maintenance team canimplement Predictive maintenance activities to preventany possible failures which can cause safety issues andenergy generation loss.

For an efficient Predictive maintenance, a certain level ofmaturity and experience is required, which is at best acombination of knowledge of the respective system’sperformance, related equipment design, operationbehaviour and relevant accumulated experience and trackrecord from the service provider. normally it is a processthat starts after the implementation of an appropriatemonitoring system and the recreation of a baseline. suchbaseline will then represent the entire PV system operationas well as how equipment interact with each other andhow this system reacts to “environmental” changes.

Predictive maintenance has several advantages, including:

• optimising the safety management of equipmentand systems during their entire lifetime;

• anticipate maintenance activities (both correctiveand preventive);

• Delay, eliminate and optimise some maintenanceactivities;

• Reduce time to repair and optimise maintenanceand spare Parts management costs;

• Reduce spare parts replacement costs and

• increase availability, energy production andperformance of equipment and systems;

• Reduce emergency and non-planned work;

• improve predictabilit.

the following three specific examples show howPredictive maintenance might be implemented.

Example 1 – an o&m Contractor signs a new contract fora PV plant equipped with central inverters. analysing itsback-log of maintenance, the o&m Contractor knowsthat these inverters showed several times in the pastsigns of power loss due to overheating. this might berelated to problems in the air flow, filter obstructions,fans or environmental changes (high temperature duringsummer). it was decided to monitor the temperature ofiGBts (insulated-Gate Bipolar transistors). Before anyemergency action might be needed, in case thesecomponents have some variations in their behaviour, an“air flow inspection” is performed to detect if this changeis related to the air flow. this type of activity is acondition based inspection performed after thedetection of a change in a significant parameter. it is alsoconsidered as a type of Predictive maintenance. the finalpurpose is to identify if, for example, the ventilationsystems will need some upgrade, replacement or if thereis any type of air flow obstruction or even if it is requiredto anticipate replacing or cleaning the filters.

Example 2 – the operations team detects a possibleunderperformance of one of the sections inside the PVplant. this could be the power transformer, the inverteror some particular PV generator area that presents alower performance when compared with others in thesame conditions (or past behaviours evidence of loss of


production). after the anomaly detection or recognition,an incident is created and immediately sent to themaintenance team. Before anything happens that mightjeopardise contractual guarantees and might needurgent interventions, the o&m Contractor decides to doa “General infrared inspection” in the PV field takinggeneral pictures with RPas (Remotely Piloted aircraftsystems), also known as drones. the main purpose ofthis inspection is to identify possible problems relatedto PV modules that might justify the loss of performance.this is considered as a type of Predictive maintenance.

Example 3 – the operations team or the inverterprovider monitors all critical parameters of the inverterand can provide information related to the health andperformance of each individual inverter as an absolutevalue or as a relative comparison of different invertersat one PV site, or compare batch of inverters betweendifferent PV sites. this type of information can help o&mContractors to operate PV sites more cost effectivelywithout compromising the equipment health. on theother side, asset manager (or owner) can also comparehow inverters are aging at various sites managed bydifferent o&m companies and evaluate how well theirinvestment is being managed. For instance, one o&mContractor perceived as more expensive might beproviding more regular care to the inverters comparedto another; as a result, the inverters are operating inbetter condition and are not ageing as fast, resulting inless stress and lower expected failure.

6.6. Power plant controls

if applicable, the operations team is the responsiblecontact for the grid operator for plant controls. theoperations team will control the plant remotely (ifapplicable) or instruct the qualified maintenancepersonnel to operate breakers/controls on site. theo&m Contractor is responsible for the remote plantcontrols or emergency shut-down of the plant, ifapplicable and in accordance with the respective gridoperator requirements and regulations (see also 6.8.Grid code compliance). the plant control function variesfrom country to country and in some cases from regionto region. the respective document refers to details inPV plant control regulation which are issued by therespective grid operator and (energy market) regulator.

the Power Plant Controller itself is a control system thatcan manage several parameters such as active andreactive power and ramp control of PV plants. the set

points can normally be commanded either remotely orlocally from the sCaDa. moreover, the system should bepassword protected and log all the executedcommands. any executed commands should releasereal-time notifications to the operations team.

the following list shows typically controlled parametersin a PV plant:

• absolute active Power Control

• Power Factor Control

• Ramp Control (active and Reactive Power if needed)

• Frequency Control

• Reactive Power Control

• Voltage Control

6.7. Power Generation Forecasting

if the asset owner requires Power Generation Forecasts,the o&m Contractor may supply such forecasts (usuallyfor large scale plants). Forecasting services for PV powergeneration are generally offered by operators of PVmonitoring services, however external services can alsoprovide this function. For the state of the art of PV powerforecasting, the paper of (Pelland et al. 2013) can be usedas a reference. When the asset owner requires PowerGeneration Forecasting from the o&m Contractor, theycould choose a service level agreement with the forecastprovider. this kind of activities may have an influence onthe contract agreement for electricity dispatchingbetween the asset owner and a trading service provider.

the requirements for such forecasts may differ fromcountry to country and also depends on the contractagreement for electricity dispatching between the assetowner and a trading service provider. Forecastrequirements are characterised by the forecast horizon, thetime resolution, and the update frequency, all dependingon the purpose. For power system or power market relatedpurposes, forecast horizons are typically below 48 hoursand the time resolution is 15 minutes to one hour, in linewith the programme time unit of the power system or themarket. Common products are day-ahead forecasts, intra-day forecasts and combined forecasts. Day-aheadforecasts are typically delivered in the morning for the nextday from 0 to 24 and updated once or twice during thatday. intraday forecasts are delivered and updated severaltimes per day for the rest of the day and should bedelivered automatically by the forecast provider.



6.9. Management of change

in the event that the design of a PV power plant needs tobe adjusted after the Commercial operation Date, theo&m Contractor should, as a best practice, be involvedby the asset owner and the ePC Contractor and can be amain contributor if not the leader of this change process.Reasons for such changes can be motivated by non-compliance of the PV power plant with the capacitypredicted by the ePC, by regulation (introduction of newPV power plant controls regulations), by the unavailabilityof spare parts or components, or by an interest toupgrade the PV power plant. these events would causesome new design works for the PV power plant,procurement and installation of equipment and will leadto adjustment of operation and maintenance proceduresand/or documentation. it may also impact certainperformance commitments or warranties provided by theo&m Contractor, which need to be adjusted.

in any such case, the o&m Contractor should to beinvolved in such changes to the PV power plant from thebeginning. Concepts, design works and execution needto be coordinated with ongoing o&m activities.implementation to the plant sCaDa and monitoringsystem is required. For data continuity and long-termanalysis, the monitoring system should be able to traceall changes of electrical devices. this should includedocumentation of inverter replacement date,manufacturer and type, and serial number in a structuredway for further analysis (e. g. spare part management,Predictive maintenance analysis). the monitoring ofreplaced devices will also facilitate the o&m Contractorto verify that the new component is correctly configuredand is sending data of good quality. adjustments to thesite operating Plan, the annual maintenance Plan andthe annual maintenance schedule need to be appliedand the o&m Contractor needs to familiarise the o&mstaff with the operating manuals of the new equipment.such change will have a definite impact on spare Partsmanagement and inventory (replacement). Dependingon the significance of such changes, the o&m annual feemight need to be adjusted.

it is advisable that the o&m Contractor takes the lead inthe process of such change. the o&m Contractor is thetrusted partner of the asset owner and should advise theowner in the decision making of such change processes.in the case of major changes the owner should alsoconsider to inform lenders in the decision process andprovide concepts, proposals and calculations.

For long-term planning of unit commitment andmaintenance decisions, forecasts with longer timehorizons are used, typically one week or more.

PV Power Generation Forecasts rely on numerical weatherpredictions, satellite data and/or statistical forecasting andfiltering methods. most products combine several of thesetechniques. Good practice requires numerical weatherpredictions for day-ahead forecasting and a combinationwith satellite data for intra-day forecasts. in all cases, goodpractice requires statistical filtering which in turn requiresa near-real-time data feed from the monitoring system tothe forecast provider. For best practice, the forecastprovider should also be informed about scheduledoutages and the expected duration of forced outages.

the most common KPis for forecast quality are the Rootmean square error (Rmse) and the mean absolute error(mae). they are normalised to peak power and not toenergy yield.

6.8. Grid code compliance

the o&m Contractor, and in particular the operationsteam is responsible to operate the PV plant inaccordance with the respective national grid code. theoperator of the grid, to which the PV plant is connected(either low voltage grid or medium voltage grid or highvoltage grid) provides the requirements for powerquality, voltage regulation and management of activeand reactive power. in some countries (and/or regions)specific grid codes for renewable energy generators andconsequently solar PV plants have been issued.

Depending on the voltage level of the grid the plant isconnected to, the specificities and quality requirementsfor the PV plant change. a higher level of the grid usuallyhas more specific and higher quality requirements.

most of the utility scale PV plants in europe connectedto a grid are required to be controllable to meet the gridoperator requirements. such plant controls allow thegrid operator to adjust the power output from the PVplant according to the grid capacity and powerfrequency requirements.

it is expected, that the o&m Contractor is familiar with allthe details of the grid code and grid operatorrequirements. Depending on the regulations, either thegrid operator himself is steering the PV plant controller(with remote signals) or the operations team is managingthe plant controller per direction of the grid operator.


the fixed o&m fee does not usually cover such services.the asset owner and the o&m Contractor should managechanges in a rather formalistic way. this procedure mightinclude the following steps: description of proposedchange (including time plan, costs, consequences, andalternatives), authorisation of the change by the assetowner, realisation of the change, documentation by theo&m Contractor and acceptance.

6.10. Power plant security

it is important that the solar PV plant, or key areas of it, areprotected from unauthorised access. this serves the dualpurpose of protecting the equipment of the plant and alsokeeping members of the public safe. unauthorised accessmay be accidental, people wandering into the plantwithout realising the dangers, or it may be deliberate forthe purposes of theft or vandalism.

together with the o&m Contractor and the securityservice provider, the asset owner will put in place asecurity Protocol in case an intrusion is detected.

in most countries there are strict legal requirements forsecurity service providers. therefore, PV power plantsecurity should be ensured by specialised security serviceproviders subcontracted by the o&m Contractor. thesecurity service provider will be responsible for the correctfunctioning of all the security equipment includingintrusion and surveillance systems as well as processingalarms arriving from the security system by following thesecurity Protocol and the use of the surveillance systemsinstalled on site. the security system provider will be alsoresponsible for any site patrolling or other relevantservices. the security service provider should also assumeliability for the security services provided. the o&mContractor will coordinate with the security serviceprovider and can optionally act as an interface betweenthe asset owner and the security service provider.

a security system may be formed of simple fencing orbarriers but may also include alarm detection andalerting systems and remote closed-circuit television(CCtV) video monitoring. an access protocol would berequired if solar plants have CCtV when reactive andplanned works are carried out. this will ensure thatauthorised access is always maintained. this can be

done by way of phone with passwords or security padcodes, both of which should be changed periodically.

For additional security and in high-risk areas it is advisedthat there is a backup communication line installed (thefirst thing that gets damaged in case of vandalism is thecommunication with the surveillance station) as well asan infrastructure for monitoring connectivity andcommunication with the security system. as well as anyremote monitoring, it is likely that provision for onsiteattendance is required when significant events occur.Processes for liaison with local emergency services, e.g.police, should be considered.

Within the solar plant, there may also be additionalareas with restricted access, for example locationscontaining High Voltage equipment. When authorisingaccess to the parks it is important that all workers orvisitors are appropriately informed of the specific accessand security arrangements and where they should orshould not be. Warning signs and notices can form animportant part of this and may be mandated dependingon local regulations.

as well as the general security of the site over thelifetime of the park, particular attention should be madeto periods of construction or maintenance when usualaccess arrangements may be different. it is importantthat security is maintained at all times particularly whenthere are activities that may be of more interest tomembers of the public, children or thieves.

the asset owner will likely have insurance policies inplace directly or indirectly and these will be dependenton certain levels of security and response beingmaintained. Failure to meet these may have importantconsequences in the case of an accident or crime.

6.11. Reporting and Technical Asset Management

the operations team is responsible for providingperiodic reporting to the asset manager or directly to theasset owner. in many cases, the operations team alsoassumes further technical asset managementresponsibilities. For more details on reporting and othertechnical asset management tasks, see 5. TechnicalAsset Management.


this chapter is about the variousresponsibilities and tasks related toMaintenance. Maintenance is usuallycarried out on-site by specialisedtechnicians or subcontractors, in close coordination with theOperations team’s analyses.

7.1. Preventive Maintenance

Preventive maintenance activities are the core element of the maintenanceservices to a PV plant. it comprises regular visual and physical inspections, aswell as verification activities conducted with specific frequencies of all keycomponents which are necessary to comply with the operating manuals andrecommendations issued by the original equipment manufacturers (oems).it must also maintain the equipment and component warranties in place andreduce the probability of failure or degradation. the activities should alsocomply with respective legal issues e.g. national standards for periodicinspection of certain electrical components. technical experience andrelevant track records will optimise the activities further. the o&m contractshould include this scope of services and each task frequency.

this maintenance is carried out at predetermined intervals or according toprescribed oem and o&m manuals. these are included in a detailed annualmaintenance Plan which provides an established time schedule with aspecific number of iterations for carrying out the maintenance.

it is under the responsibility of the o&m Contractor to prepare the task planuntil the end of the contract, following the periodicities or frequenciescontracted. these activities should be reported to the Client (asset owner orasset manager). the reporting of this activity is important to follow up the plan.

the “annual Maintenance Plan” (see Annex or download it fromwww.solarpowereurope.org) developed as an attachment of this reportincludes a list of regular inspections per equipment (e.g. module, inverteretc) and per unit of equipment (e.g. sensors, fuses etc).

examples of Preventive maintenance can also be ad-hoc replacement ofparts of inverters or sensors (Predictive maintenance). in general, outside ofthe equipment warranty terms or after its expiration it is important to followdetailed Preventive maintenance procedures, which are agreed upon in theannual maintenance Plan.

in cases where downtime is necessary to perform Preventive maintenance,the execution of Preventive maintenance activities during the night wouldbe considered best practice as the overall power generation is not affected.

POWER PLANT MAINTENANCE

7© tHanIt PKc


3rd level: intervention to restore device functionality witha necessity to intervene on the software of the device. ingeneral, this kind of Corrective maintenance includesboth labour activity carried out by specialised technician(that could belong to the o&m maintenance team or besubcontracted) and, often, also an intervention on behalfof the device manufacturer’s maintenance team or ofother external companies that have been licensed by thedevice manufacturer to intervene and restore devicefunctionality. this activity could be included in the o&magreement or billed separately to it, depending on thespecific scope of work agreed between the parties.Generally however, this intervention is excluded by thecontractual scope of work especially when the devicemanufacturers’ maintenance team or third partylicensed company needs to intervene. By way of anexample a 3rd level Corrective maintenance couldinvolve a device fault without apparent reason or specificbroken component that could be restored only throughreconfiguration or software update by the manufacturer.

the scope of Corrective maintenance activities and its“border” or definition with respect to Preventivemaintenance requires specific attention and it shouldbe properly defined in the maintenance contract. For aneasier comprehension, an example is presented below:

• a cable termination tightening activity using a torquedevice for the correct fixation should be under thePreventive maintenance scope of works, butdepending on the quantity and/or frequency, it couldbe considered a Corrective maintenance activity.

usually the Corrective maintenance is contractuallyobliged to comply with contractually agreed minimumResponse times (see 10.2.3. Response Time and 10.3.2.Response Time guarantee).

Contractual agreements can foresee that the includedCorrective maintenance will be capped on a per yearbasis. Depending on the type of the asset owner beinga pure financial investor or an energy producer (e.g.utility or iPP) the requirements for coverage under theCorrective maintenance will vary.

interventions for reconditioning, renewal and technical updating, save for the cases where thoseactions are directly included in the scope of thecontract, should be excluded from Correctivemaintenance and included in the extraordinarymaintenance (see 7.3. Extraordinary Maintenance).

7.2. Corrective Maintenance

Corrective maintenance covers the activities performedby the maintenance team in order to restore a PV plantsystem, equipment or component to a status where itcan perform the required function. the Correctivemaintenance takes place after a failure detection eitherby remote monitoring and supervision or during regularinspections and specific measurement activities (seealso the “Annual Maintenance Plan” attachment).

Corrective maintenance includes three activities:

1. fault diagnosis also called troubleshooting toidentify fault cause and localisation;

2. temporary repair, to restore the required functionof a faulty item for a limited time, until a Repair iscarried out;

3. repair, to restore the required function permanently.

in cases where the PV plant or segments need to betaken offline, the execution of scheduled Correctivemaintenance during night or low irradiation hourswould be considered best practice as the overall powergeneration is not affected.

Corrective maintenance can be divided into three levelsof intervention:

1st level: intervention to restore the functionality of adevice without the need for substituting a component.in general, this kind of Corrective maintenance includesonly labour activity carried out by a specialisedtechnician (that could belong to the o&m maintenanceteam or be subcontracted). this activity could beincluded in the o&m agreement or billed separately onhourly rates on top of the o&m contract, depending onthe specific scope of work agreed between the parties.By way of an example it could consist of repairing adevice that stopped due to a failure.

2nd level: intervention to restore the functionality of adevice that requires substitution of a component. ingeneral, this kind of Corrective maintenance involveslabour activity carried out by a specialised technician(that could belong to the o&m maintenance team or besubcontracted) plus the physical intervention on thedevice in order to substitute a part of it. an examplewould be an inverter fan failure where the maintenanceteam intervenes to substitute the fan in order to restoreinverter functionality.


7.3. Extraordinary Maintenance

extraordinary maintenance actions are necessary whenmajor unpredictable events take place in the plant sitethat require substantial activities and works to restore theprevious plant conditions or any maintenance activitygenerally not covered or excluded from the o&m Contract.

Generally, these activities are billed separately in theo&m contract and are managed under a separate order.it is advisable that the o&m contract includes the rulesagreed among the parties to prepare the quotation andto execute the works. Both a “lump sum turn-key” or a“cost-plus” method can be used for such purposes.

extraordinary maintenance interventions are required for:

• damages that are a consequence of a Force majeureevent;

• damages as a consequence of a theft or fire;

• serial defects or endemic failures1 on equipment,occurring suddenly and after months or years fromplant start-up;

• modifications required by regulatory changes.

in case the o&m Contractor was not the ePC of the plant,it is to be considered that also the following occurrence isan extraordinary maintenance:

• major issues of which o&m Contractor becomesaware during its ordinary activity i.e. defects or otherproblems that are not a consequence of equipmentwear or deterioration and that are not of the o&mContractor’s responsibility because they can bereasonably considered to have been caused bydesign mistakes (e.g. “hidden” defects that requirere-engineering).

although not necessarily maintenance interventions, alsothe following can be included in the extraordinarymaintenance list, or at least managed with same rules:

• improvement and revamping (restoring andoptimisation) activities etc.

after the approval by the asset owner of the o&mContractor’s proposal, activities may commence, subject

to availability of the required equipment and specialmachinery (if required).

the potential loss of energy between the event occurrenceand full repair generally cannot be considered in the sPVfinancial model, but it has to be considered that many ofthe above events are reimbursed to the asset owner bythe insurance company under any “all Risk insurance”coverage that is in place.

Best Practices of o&m agreements regarding extraordinarymaintenance activities include:

• general rules to quantify price and schedule toperform repair activities, and the right of the assetowner to ask for third party quotations to compareto the quotation of the o&m Contractor; in this casea “right-to-match” option should be granted to theo&m Contractor;

• the obligation for the asset owner to have in placea consistent “all Risk Property” insurance includingloss of profit.

7.4. Additional services

the o&m agreement can foresee services other thanthose pertaining to electrical and mechanical plantmaintenance as per the above sections. some of theseadditional services are generally included in the scopeof work and the o&m annual fixed fee and some are not.

additional services not included in the o&m contractscope of work can be requested on demand and caneither be priced per service action or based on hourlyrates applicable to the level of qualification of staffrequired to perform the works. these hourly ratesusually escalate at the same rate as the o&m service fee.in some cases, a binding price list for the delivery ofsome of these additional services can be included in theo&m contract as well.

table 2 presents a non-exhaustive list of additionalservices. For more information on general market trendsas regards to whether these additional services aregenerally included in the o&m agreement or not, see11.1. Scope of the O&M contract.

7 POWER PLANT MAINTENANCE / ContinueD

1 For a definition of endemic failures and its repercussions in terms ofwarranty, see 5.3. Warranty management.


note that some of these items can be considered as apart of the Preventive maintenance. this depends onthe agreement between the asset owner and the o&m Contractor.

ADDITIONAL SERVICES

Pv site maintenance module cleaning

Vegetation management

snow or sand removal

General site maintenance Pest control

Waste disposal

Road management

Perimeter fencing repair

maintenance of buildings

maintenance of security equipment

On-site measurement Weekly/monthly meter readings

Data entry on fiscal registers or in authority web portals for Fit tariff or other support schemeassessment (where applicable)

string measurements – to the extent exceeding the agreed level of Preventive maintenance

thermal inspections – to the extent exceeding the agreed level of Preventive maintenance

taBlE 2 ExaMPlES fOr addItIOnal MaIntEnancE SErvIcES


It is important to differentiatebetween consumables and SpareParts.

“consumables” are items whichmay be depleted or worn out by useand become incorporated intoother items and lose their identityupon such incorporation andcannot be used for their intendedpurpose without extinguishing ortransforming their substance,necessary to the regular operationof the PV Plant, to the extent thatthose are not a part of the spareParts. o&m Contractors shouldalways have consumables on stockand maintenance crews shouldcarry consumables with them,together with the relevant tools.

“Spare Parts” are all the items(materials and equipment such asmodules inverters) listed on the“spare Parts list”, not in use orincorporated in the PV plant,intended to replace similar items inthe PV plant.

spare Parts management is an inherent and substantial part of o&m thatshould ensure that spare parts are available in a timely manner forCorrective maintenance in order to minimise the downtime of (a part of) asolar PV plant. as regards to spare Parts management, the followingconsiderations have to be made:

• ownership and responsibility of insurance

• stocking level

• location of storage

• Proximity to the plant

• security

• environmental conditions

ownership of spares is with the asset owner while normally maintenance,storage and replenishment is the responsibility of the o&m Contractor.Besides ownership matters, it is very important to make sure, upon mutualagreement, that one of the parties undertakes the responsibility of insuringthe spares: as a recommendation spare parts stored on-site should beinsured by the asset owner and spare parts stored off-site should be insuredby the o&m Contractor.

For a new PV plant, the initial spare parts for two years from CoD areprocured by the asset owner or the ePC on behalf of the asset owner.However, it is best practice for the ePC and o&m Contractor to have agreedupon the list. the o&m Contractor should, as a best practice, recommendadditional spares that they deem necessary to meet the contractualobligations (e.g. availability guarantees).

Generally, it is not economically feasible to stock spare parts for everypossible failure in the plant. therefore, the o&m Contractor together with theasset owner should define the stocking level of specific spare parts that makeeconomic sense (Cost-Benefit analysis). For example, if a specific part in a

SPARE PARTSMANAGEMENT

8© only_kim


solar PV plant has a frequency of failure at least of onceevery year or more and the loss of revenues due to suchfailure is greater than the spare part cost, it is importantto have such a spare part available.

Regarding the stocking level, due to the very differentconfigurations and sizes of solar PV plants, it is verydifficult to define a hard number for stocking specific spareparts. Furthermore, the regional portfolio of the o&mContractor might also influence this and as it wasmentioned above, the determination of spare items andquantity is also driven by the o&m Contractor’s contractualcommitments and guarantees. in an attempt to define thestocking levels of spare Parts and Consumables, thefollowing parameters should be taken into consideration:

• Frequency of failure

• impact of failure

• Cost of spare Part

• Degradation over time

• Possibility of consignment stock with themanufacturer

• equipment reliability

However, for any given utility scale solar PV system (bigor small) there are certain spare parts that could beconsidered as essential to have – no matter the costwhich is normally system size dependent.

table 3 below summarises a minimum list. this list is notexhaustive and system requirements and technologydevelopments can lead to this list being updated.

Regarding the storage and warehousing, this should bedone in locations where the spare parts cannot bedamaged (e.g. from humidity or high temperaturevariations) and are easily identifiable as being owned bythe asset owner. additionally, the storage sites shouldhave appropriate security measures.

the decision for having either onsite or an offsitewarehouse facility or just an agreement with thesuppliers to provide the spare parts depends on manyfactors, including the kind of part, the commercialagreement, and the facilitation of the service provision.if the spare parts owned by the asset owner are storedoff-site, such spares should be stored separately and beclearly identified as the property of the asset owner.

While proximity to the plant is a parameter that needs tobe evaluated on a case by case basis, security andenvironmental conditions are very important as they couldlead to a loss of property either through thefts or damage.

NO. SPARE PART

1 Fuses for all equipment (e.g. inverters, combiner boxes etc) and fuse kits

2 modules

3 inverter spares (e.g. power stacks, circuit breakers, contactor, switches, controller board etc)

4 uninterruptible Power supply (uPs)

5 Voltage terminations (mV)

6 Power Plant controller spares

7 sCaDa and data communication spares

8 transformer and switchgear spares

9 Weather station sensors

10 motors and gearboxes for trackers

11 Harnesses and cables

12 screws and other supplies and tools

13 security equipment (e.g. cameras)

taBlE 3 MInIMuM lISt Of SParE PartS (nOn-ExHauStIvE)


In general, the monitoring systemshould allow follow-up on theenergy flows within a photovoltaicsystem. In principle it reports onthe parameters that determine the

energy conversion chain. these parameters, along with the mostimportant energy measures in terms of yields and losses are illustratedin figure 2. these yields and losses are always normalised to installed Pvpower at standard test conditions in kilowatt-peak for ease ofperformance comparison.

DATA & MONITORINGREQUIREMENTS

9© Kuznetcov_Konstantin

2 the figure is redesigned and based on a figure produced by 3e andpublished in (Woyte et al. 2014)

fIGurE 2 EnErGy flOW In a GrId-cOnnEctEd PHOtOvOltaIc SyStEM WItH ParaMEtErS, yIEldS and lOSSES2

YrReference Yield

PV array

Tamb, Tmod, Sw

Vdc

Idc

Pdc

Vac

Iac

Pac

Inverter Grid

Gpoa

PR

LcArray capture

losses

LsSystem losses

YaArray Yield

YfSystem Yield

1

© SOLARPOWER EUROPE 2017


9.1. Data loggers

the main purposes of a datalogger are:

• Collecting data of relevant components (inverters,meteo data, energy meter, string combiners, statussignals) with every device registered separately.

• Basic alarm functionality (e.g. Field Communicationissues, time critical events like aC off).

• Provide a temporary data backup (in case ofmissing internet connection during commissioningor general internet-related communication issues).

• support the technicians during commissioning (e.g.checking whether all inverters work and feed-in).

in addition to this, some dataloggers can also providethe following functions:

• Power Plant Controller (monitoring & Control shouldbe managed by one instance to avoid communicationissues regarding concurrent access). the Power PlantController can be integrated in the datalogger or canbe a separate device using the communicationchannel of the datalogger.

• solar energy trading interface (control the activepower by a third-party instance like energy trader)

the recording interval (also called granularity) of thedatalogging should range from 1 minute to 15 minutes.Within one monitoring environment granularity shouldbe uniform for all the different data collected.

as a minimum requirement, data loggers should storeat least one month of data. Historical data should bebacked up constantly by sending it to external serversand, after every communication failure, the data loggershould automatically send all pending information.moreover, data transmission should be secure andencrypted (see 9.9. Cybersecurity). there should also bea logbook to track configuration changes (especiallyrelevant when acting as Power Plant Controller).

as a best practice, the data logger should store a minimumof three months of data locally and a full data backup inthe cloud. moreover, the operation of the data logger itselfshould be monitored. such monitoring should be doneout of an independent server remotely and should ideallydeliver information on the status of operation of the dataloggers on operating system (os) and hardware level andalso provide alerts to the operations room in case offailures and communication loss.

Best practice is to have dataloggers and routers constantlymonitored by a watchdog device (response to pingpos./neg.) on site. in case of no response to the control unit,the power supply will be interrupted by the watchdog unitperforming a hard reset on the stopped equipment. incases where it is not possible to have an external watchdogit can be useful to have an automatic reboot function.

the entire monitoring installation should be protected byan uninterruptable power supply (uPs). this includes dataloggers, network switches, internet modems/routers,measurement devices and signal converters.

For more information, see also IEC 61724-1 Photovoltaicsystem performance – Part 1: Monitoring.

9.2. Monitoring (web) portal

the main purposes of the monitoring portal are:

• long-term archive for the monitoring data

• Visualisation of data in standard and specific diagrams

• Visualisation of Key Performance indicators and plantstatus on dashboard views

• Validation of data quality (e.g. through calculationof data availability)

• Detection of malfunctions as well as long termdegradations with customisable alarms

• Handling of alerts from field devices like dataloggersor inverters

• Calculate typical Key Performance indicators (such asPerformance Ratio and availability) with the possibilityto adapt parameters

• Creation of reports for single plants as well as forportfolios

• making data available via a standardised aPi for usein other systems

the monitoring portal should fulfil the followingminimum requirements:

• accessibility level of at least 99% across the year

• Responsible interface and/or apps dedicated to usecases (on-site service, investor etc)

• Different user access level

• Graphs of irradiation, energy production, performanceand yield


• Downloadable tables with all the registered figures

• alarms register

as best practice, the following features will also beincluded in the monitoring Portal:

• Configurable user interface to adjust the viewsdepending on the target group (e.g. o&m manager,ePC, investor, asset manager)

• user configurable alarms

• user configurable reports

• ticket system to handle alarm messages

• Plant specific KPis

• integrate third Party Data (e.g. solar power forecast,Weather data, satellite data for irradiance)

• Frequency of data should be adaptable for downloadsof figures and tables

the above lists are not exhaustive.

9.3. Data format

the data format of the recorded data files must respectstandards such as ieC 61724 and has to be clearlydocumented. Data loggers should collect all inverteralarms in accordance with original manufacturersformat so that all available information is obtained.

9.4. Configuration

the configuration of the monitoring systems and data

loggers needs to be checked in order to avoid mistakes.this is normally done at commissioning phase or atplant takeover by a new o&m Contractor(recommissioning of the monitoring system).

During commissioning each single equipmentmonitored should be checked to make sure it is properlylabelled in the monitoring system, this can be done bytemporarily covering insolation sensors or switching offothers such as string boxes or inverters.

the best practice is to have a monitoring system capableto read and record all iDs from all sensors and equipmentmonitored, which will reduce the possibility ofmislabelling elements and to trace equipment and sensorreplacement along the life of the facility. some monitoringsystems have even an auto-configuration feature (plug-and-play) that reduces start-up time and potentialmistakes. this it is done by capturing automatically thedevice iD and configuration information. this also allowsfor automatic inverter or sensor replacement detection.

9.5. Interoperability

as best practice, the system should ensure open dataaccessibility, in order to enable easy transition betweenmonitoring platforms. table 4 below shows some examplesof data integration options. Because of the lack of unifyingstandards this is normally not the case and everymonitoring system provider has its own method to storeand retrieve data. Best practice systems have the possibilityto retrieve data by using open aPis such as Restful,providing interoperability between different systems.

9 DATA & MONITORING REQUIREMENTS / ContinueD

taBlE 4 ExaMPlES Of data IntEGratIOn OPtIOnS

METHOD ADVANTAGES DISADVANTAGES

ftP Push easy to implementno need for additional hardware

not securelimited control of data flow to the FtP server

Modbus/tcP (with additional loggeron site)

Reliable and secureBest control of data flow

additional cost for additional hardwaremore time-consuming implementationRelies on the existing monitoring system hardware, hence twohardware vendors involved

aPI (or similar) in the cloud

Fast and easy to implementno need for additional hardwareReliable

small time lag from data collection to final destinationRelies on the existing monitoring system vendor, doublefees for monitoring.


monitoring service provider (in this case the monitoringsystem hardware is the property of the asset owner aspart of the installation):

• if the o&m Contractor is the monitoring serviceprovider, the o&m Contractor has full responsibility forprotecting and maintaining the data and the properfunctioning of the monitoring system.

• in case of a third-party monitoring service provider,the responsibility for protecting and maintaining thedata resides with the third-party monitoring serviceprovider. the o&m Contractor should use their bestendeavours to make sure the performancemonitoring is correct, to the extent possible. the o&mContractor’s ability to properly maintain and use themonitoring system should be evaluated. if necessary,the o&m Contractor should be appropriately trainedto use the monitoring system. Data use by third partymonitoring providers should be extremely limited, i.e.for the sole purpose of correcting bugs anddeveloping additional functions to their systems.

9.9. Cybersecurity

since PV plants will at least include inverters and powerplant controllers (and monitoring systems) and these areexpected to be accessible from (i.e. connected to the)internet to enable surveillance and remote instructions byoperators, they have significant exposure to cybersecurityrisks. it is therefore vital that installations undertake a cybersecurity analysis, starting from a risk assessment (includinganalysis at the level of the system architecture) andimplement a cybersecurity management system (Csms)that incorporates a plan-do-check-act cycle. the Csmsshould start from a cybersecurity policy, and definition offormal cybersecurity roles and responsibilities, andproceed to map this onto the system architecture in termsof detailed countermeasures applied at identified points(e.g. via analysis of the system in terms of zones andconduits). these detailed countermeasures will include theuse of technical countermeasures such as firewalls,encrypted interfaces, authorisation and access controls,and audit/detection tools. But they will also includephysical and procedural controls, for example to restrictaccess to system components and to maintain awarenessof new vulnerabilities affecting the system components.

as minimum requirements, loggers should not beaccessible directly from the internet or at least beprotected via a firewall. secure and restrictive connectionto the data server is also important.

9.6. Internet connection

the asset owner should make sure to provide the bestpossible network connectivity to the o&m Contractorwith bandwidth that is sufficient for the installedmonitoring system.

Whenever a Dsl connection is available within the PV-sitearea, this should be the preferred way to connect to theinternet, with industrial routers considered as standard.in case a Dsl connection is not available, satellitecommunication is preferred. an additional back-upsystem can be seen as best practice. any subscriptionshould allow for the data quantity required and shouldforesee the amount of data (e.g. Closed-Circuit television(CCtV) or not) and the granularity of data.

9.7. Local Area Network

For PV plants > 1mW it is advised to have a lanconnection and as an alternative an industrial router thatallows for GPRs or satellite communication back-up incase the lan connection fails. a router with an auto-resetcapability in case of loss of internet connection isrecommended. a direct connection to a monitoringserver with a service-level agreement (sla) guaranteescontinuous data access. if data passes via alternativemonitoring servers without sla, (e.g. monitoring portalof the inverter manufacturer), this sla can no longer beguaranteed. the automatic firmware updates of the datalogger should be disabled. Firmware updates are subjectto acceptance procedure with the monitoring service.

all communication cables must be shielded. Physicaldistances between (DC or aC) power cables andcommunication cables should be ensured, as well asthe protection of communication cables from directsunlight. Furthermore, cables with different polaritiesmust be clearly distinguishable (label or colour) foravoiding polarity connection errors.

9.8. Data ownership and privacy

the data from the monitoring system and data loggers,even if hosted in the cloud, should always be owned by andaccessible to the asset owner (or sPV). stakeholders suchas the o&m Contractor, the asset manager or auditorsduring due diligence phases that need the data to performtheir duties should be granted access. it is also importantto have at least two access levels (read-only, full access).

the monitoring system hardware can be provided (andowned) by the o&m Contractor or a third-party


as a best practice, dataloggers installed should beselected following a selection process by the operatingparty. For example, an ePC Contractor will choose andinstall the first data logger used to monitor the site. thisdatalogger should be selected:

• for its compatibility with the inverters and auxiliaryequipment present on site

• for any command functionality that may be needed(this is site type and country specific)

• for its connectivity strength to the internet

• for its robustness (longevity of life and durability forthe environmental conditions it will be kept in)

• for its, and the cloud server it is connected to, cybersecurity measures

the manufacturer of the datalogger and the monitoringplatform (because these do not have to be one and thesame) should provide information on penetration testsfor their servers, any command protocol activationchannels and security audits for their products.Command functions should be sent using at aminimum, a secure VPn connection to the controldevice. Best practice would entail doubleauthentication. Further security measures are advisable.

For further information, beyond the scope for thisdocument, please look at the european Parliament’s study“Cyber security strategy for the energy sector” (eP 2016).

9.10. Types of collected data

9.10.1. Irradiance measurements

Irradiance Sensors. solar irradiance in the plane of the PVarray (Poa) is measured on site by means of at least oneirradiance measurement device according to secondarystandard or First Class quality classification and iso9060:1990 (iso 9060 1990). the higher the quality of thepyranometer, the lower the uncertainty will be. Bestpractice is to apply at least two pyranometers in the planeof the PV array. in case of different array orientations withinthe plant, at least one pyranometer is required for eachorientation. it should be ensured that the pyranometers areproperly assigned to the different arrays for the calculationof the Performance Ratio (PR) and expected Yield.

Pyranometers are preferred over silicon reference cellsbecause they allow a direct comparison of themeasured performance of the PV plant with theperformance figures estimated in the energy yield

assessment. For plants in Central and Western europe,measuring irradiance with silicon cells yieldsapproximately 2 to 4% higher long-term PR than with athermopile pyranometer (n. Reich et al. 2012).

irradiance sensors must be placed at the least shadedlocation. they must be mounted and wired inaccordance with manufacturers’ guidelines. Preventivemaintenance and calibration of the sensors must followthe manufacturers’ guidelines.

the irradiance should be recorded with a granularity ofup to 15 minutes (minimum requirement).

Satellite-based Irradiance Measurements. in addition tothe irradiance sensors, irradiance data from a high-qualitysatellite-based data service as a complement can beacquired after certain period to perform comparisons withdata from ground-based sensors. this is especially usefulin case of data loss or when there is low confidence on thedata measured onsite by the monitoring system and it canbe considered as best practice. the longer the periodconsidered the lower the error will be for satellite-basedirradiation data. For daily irradiation values, the error isrelatively high, with root-mean-square error (Rmse) valuesof 8 to 14% in Western europe. For monthly and annualvalues it decreased below 5 and 3%, respectively, whichis in line with an on-site sensor (Richter et al. 2015).

When satellite-based irradiance data is used, hourlygranularity or less (15 minutes if possible) is recommended.the data must be retrieved once per day at least.

9.10.2. Module temperature measurements

to have a complete monitoring system, directmeasurement of the module temperature is required.

the accuracy of the temperature sensor, includingsignal conditioning and acquisition done by themonitoring system hardware, should be < ±1 °C.

the temperature sensor should be stuck with appropriateand stable thermally conductive glue to the middle of thebackside of the module in the middle of the array table,positioned in the centre of a cell, away from the junctionbox of the module (Woyte et al. 2013). the installationshould be in accordance with manufacturer guidelines (e.g.respecting cabling instructions towards the datalogger).

PV module temperature is not supposed to be identicalfor all modules in a plant mainly due to different windexposure. therefore, in large plants more sensors willbe required across the site because module



station and measurement electronics. upcoming digitalsolutions for soiling monitoring include the analysis ofsatellite imagery with remote sensing techniques,machine intelligence algorithms and statistical methods.

9.10.5. String measurements

PV arrays that are not subject to DC input currentmonitoring at inverter level can have current measurementsmonitored at string level. Depending on module technologyused in the plant, strings can be combined (in harnesses)which can help reducing operation costs.

in order to detect problems quickly and to increase the plantuptime, it is good to install string monitoring equipment (asa recommendation). this will constantly measure currentand voltage of every string and register those measurementsevery up to 15 minutes. to reduce costs, the current sensorcan potentially measure more than one string, but it is notrecommended to parallel more than two of them.

9.10.6. Inverter measurements

inverters have a big amount of values that are constantlymeasured by its hardware that can be interrogated fromthe monitoring system and registered. the data sent fromthe inverter to the monitoring system should, as arecommendation, be cumulative values to allow thefollowing of the overall electricity generation of the invertereven in case of outages of the monitoring system.

Recommended variables to be monitored are:

• Cumulative energy generated (kWh)• instant active Power injected (kW)• instant Reactive Power injected (kVar)• instant apparent Power injected (kVa)• aC Voltage per each phase (V)• aC Current per each phase (a)• Power Factor / Cos Phi• Frequency for each phase (Hz)• instant DC Power absorbed for each mPPt (kW)• instant DC Current absorbed for each mPPt (a)• instant DC Voltage absolved for each mPPt (V)• total instant DC Power absorbed for all mPPts (kW)• total instant DC Current absorbed for all mPPts (a)• average instant DC Voltage absolved for all mPPts (V)• internal temperature (ºC)• Conversion components temperature (ºC)

it should be noted that the precision of inverter-integrated measurements is not always documented bythe manufacturers and can be imprecise. For example,

temperature should be measured at differentrepresentative positions, e.g. for modules in the centreof the plant and for modules at edge locations wheretemperature variation is expected.

9.10.3. Local meteorological data

it is best practice to measure ambient temperature andwind speed with the installation of a localmeteorological station in accordance with themanufacturers’ guidelines. ambient temperature ismeasured with a shielded thermometer, e.g. of thePt100 type. the shield protects the sensor fromradiative heat transfer. Wind speed is measured with ananemometer, at 10 m height above ground level.

Wind and ambient temperature data are normally notrequired for calculating PR unless this is a contractualrequirement/agreement (e.g. according to specificrecommendations such as from nRel). However, theyare required when the PV plant is to be modelled inoperation or in retrospect.

For plants >10 mWp, it is recommended to have automateddata collection of independent hourly meteo data (ambienttemperature, wind speed, snow coverage) from anindependent meteo source. the reason for this is that on-site meteorological stations are subject to local phenomenaand installation-specific results. Data from an independentmeteo-station is less subject to this while being also morestable and robust with respect to long-term drift.

therefore, for both performance assessment anddetailed analysis purposes, it is recommended toenable automated data collection from a nearbyindependent meteo reference. However, forperformance assessment the most importantmeasurement remains the in-plane irradiation (see 10.Key Performance Indicators).

9.10.4. Soiling measurements

the operational efficiency of modules is affected bysoiling accumulation. soiling limits the effectiveirradiance and, therefore, the output of the PV module.it is recommended to measure soiling in order tooptimise cleaning schedules and thus revenues. severalmethodologies exist for soiling monitoring, the mostbasic being human inspections. a widely used soilingmeasurement method is using ground-based soilingreference modules consisting of a module that remainssoiled, a washed reference cell, an automatic washing


energy or aC power measurements taken by invertersmay differ substantially from the values recorded by theenergy meter. monitoring systems and reporting shouldspecify and be transparent about the devices used toacquire each measurement.

it is also very useful to have the monitoring systemcollecting all inverter alarms as they are a valuablesource of information for fault detection. also, lowimportance alarms or warnings can be used for theorganisation of maintenance activities and even settingup Preventive maintenance actions.

in certain cases, the grid connection has limits that must bealways respected, such as the maximum aC power that canbe injected. For these cases there are two possibilities, one isto set limits using inverter parameters, the second one is toinstall Power Plant Controller that will change inverterparameters dynamically. in both cases it could be useful tomonitor inverter parameters and to program alarms so thatthe o&m Contractor is notified when there is a parameter thathas been changed wrongly and does not respect certain limit.

Best practice for the measurement of inverter based variablesis a <1min sampling and a granularity of up to 15 minutes.For ad-hoc performance analysis purposes e.g. to allow theanalysis of PV array performance, root cause analysis orpossible mPP-tracking problems, the input DC voltage andcurrent need to be measured and stored separately.

in general, and as best practice, any parameter from aninverter that can be measured should be logged by thedata loggers, since there are a lot of additionalimportant parameters such as internal temperature,isolation level etc that could be useful for o&m services.

inverters should detect overheating of its conversioncomponents to protect themselves under extreme orabnormal operating conditions. therefore, it is advisableto record the temperature as provided by the inverter sothat ventilation performance can be assessed.

9.10.7. Energy meter

one of the most important features of a monitoring systemis the automated collection of energy meter data with agranularity of up to 15 minutes. Gathering energy meter datais required for invoicing purposes but it is also the bestreference for measuring energy and calculating plant PR andYield, and is much more accurate than using inverter data.

a high accuracy energy meter to measure energyproduced and consumed by the plant is normallyrequired by the utility. When this is not the case it is a

best practice to install a meter with a maximumuncertainty of ± 0.5%, especially for plants > 100 kWp.

to allow data acquisition via the monitoring system, itis recommended to have a meter with twocommunication bus ports as well as automatic meterReading (amR) service from the utility or meter operator.

For meters that can store historical data it is a bestpractice to have a monitoring system capable ofretrieving the historical data to avoid any productiondata loss in case of monitoring system outages.

9.10.8. Control settings

it is important to monitor all control settings of the plantat inverter level as well as grid injection level if available.many plants apply control settings for local gridregulation (injection management) or optimisation of themarket value of the PV generation portfolio (remotecontrol). these settings need to be monitored for reasonsof contractual reporting or performance assessment.

9.10.9. Alarms

as a minimum requirement, the monitoring system willhave the following alarms sent by email:• loss of communication• Plant stop• inverter stop• Plant with low Performance• inverter with low Performance (e.g. due to overheating)

as best practice, the following alarms will also be sentby the monitoring system:• string without current• Plant under uPs operationi• Discretion alarm (or alarm aggregation)

as a best practice, the following alarms should also befollowed by the o&m Contractor, but these alarms are sentby separate systems other than the monitoring system:• intrusion detection• Fire alarm detection

the above lists are not exhaustive.

9.10.10. AC circuit / Protection relay

it is recommended to monitor the position of all aCswitches through digital inputs. Whenever possible, it canalso be useful to read and register the alarms generated bythe protection relay control unit via communication bus.



KEY PERFORMANCE INDICATORS

10© nicoElnino

this section deals with KeyPerformance Indicators (KPIs),which provide the asset Ownerwith a quick reference on theperformance of the Pv powerplant. the KPIs are divided into thefollowing categories:

• Pv plant KPIs, which directly reflect the performance of the PV powerplant. PV plant KPis are quantitative indicators.

• O&M contractor KPIs, which reflect the performance of the serviceprovided by the o&m Contractor. o&m Contractor KPis are bothquantitative and qualitative indicators.

the o&m Contractor (or the technical asset manager) is generallyresponsible for the calculation of the KPis and reporting to the asset owner,see 5.1. Reporting.

it is important to underline that the o&m Contractor cannot, and is thus notresponsible for providing contractual guarantees for all the KPis listed inthis chapter. For more information on suggested contractually guaranteedKPis, see 11.3. Contractual guarantees.

10.1 PV power plant data

PV power plant data can be split into two groups:

1. Raw data measurements: data obtained directly from the PV plant andused for performance calculation.

2. PV power plant KPis use the raw data from the PV plant to give a morebalanced overview of the operation of the PV plant.

10.1.1. Raw data measurements for performance calculation

the following is a list of raw data measurements that can be used tocalculate KPis:

• aC Power produced (kW)

• aC energy produced (kWh)

• aC energy metered (kWh)

• Reactive power (kVaR)

• irradiation (reference for the plant or the sub-plants) (W/m2)


this measurement normalises plant output over achosen time frame and thus allows the comparison of theproduction of plants with different nominal power oreven different technologies (e.g. PV, wind, biomass etc).For example, the specific Yield of a PV Plant can becompared against the specific Yield of a wind plant forinvestment decision taking or the specific Yield of a 5 mWp

ground mounted PV plant can be compared directly to a1 mWp double tracker PV plant’s specific Yield.

Calculating specific Yield on the inverter level alsoallows a direct comparison between inverters that mayhave different aC/DC conversion rates or differentnominal powers. moreover, by checking inverter levelReference Yield within a plant, it is possible to detectwhether an inverter is performing better than others.

10.1.2.3. Performance ratio

the Performance Ratio (PR) is a quality indicator of thePV plant. as the ratio between the actual specific Yieldand the theoretically possible Reference Yield, PRcaptures the overall effect of losses of the PV systemwhen converting from nameplate DC rating to aCoutput. typically, losses result from factors such asmodule degradation, temperature, soiling, inverterlosses, transformer losses, and system and networkdowntime. the higher the PR is, the more energyefficient the plant is.

PR, as defined in this section, is usually used to report onlonger periods of time, such as a year. Based on PR, theo&m Contractor can provide recommendations to theplant owners on possible investments or interventions.

• air and module temperature (Celsius degrees)

• alarm and status code and duration

• outages, unavailability events

this is a basic list and is non-exhaustive.

10.1.2. PV power plant KPIs

Calculated KPis give a more balanced view of theoperation of a PV plant as they take into account thedifferent operating conditions for each plant. suggestionsfor calculated KPis along with relevant formula can befound below. these KPis can be calculated over differenttime periods, but often they are computed on an annualbasis. When comparing different KPis or different PVpower plants’ KPis, it is important to keep consistency inthe time period used in computation.

10.1.2.1. reference yield

the Reference Yield represents the energy obtainableunder ideal conditions, with no losses, over a certainperiod of time. it is useful to compare the ReferenceYield with the final system yield (see 10.1.2.3.Performance Ratio).

10.1.2.2. Specific yield

specific Yield is the measure of the total energy generatedper kWp installed over a certain period of time.

this measure is generally calculated both at plant DCenergy produced or at plant aC energy metered. in bothcases it indicates the number of full equivalent hours aplant produced during a specific time frame.

The Reference Yield is defined as:

Where:Yr(i) = Reference Yield for the time period i expressed in peak sun hours (h)or (kWh/kW)HPoa(i) = the plane of array irradiation for the time period i (kWh/m2)GstC = the reference irradiance at standard test conditions (stC)(1000 W/m2).

Yr(i)= GSTCHPOA

Specific Yield is calculated as follows:

Where:Yi = Plant specific Yield for the time period i, expressed in (kWh/kWp) or peak sun hours (h)ei = Plant energy production or Plant energy metered for the time period i (kWh)P0 = Plant Peak DC power (nominal power) (kWp)

Yi = P0Ei

10 KEY PERFORMANCE INDICATORS / ContinueD


10.1.2.5. Expected yield

expected Yield Yexp(i) is the Reference Yield Yr(i) multipliedby the expected PR and thus expresses what shouldhave been produced over a certain period of time i.

note that expected Yield is based on past values ofirradiation data. Predicted Yield is based on forecasteddata, from day ahead and hour ahead weather reports.

these definitions are based on (Woyte et al. 2014) in linewith the ieC 61724-1:2017 and are common practice.

PR is measured for available times (see 10.1.2.8 Availability)at the inverter level.

note that special attention is needed when assessing thePR of overrated plants, where the output of the plant islimited by the inverter maximum aC output. in suchsituations and for the period that overrating takes place,PR will calculate lower than normal although there is notechnical problem with the plant. stakeholders should becareful assessing PR values for overrated plants, althoughthe amount of overrating is normally statistically constantor with negligible differences on a yearly basis.

10.1.2.4. temperature-corrected Performance ratio

in some situations, such as a commissioning test or PVpower plant handover from one o&m Contractor toanother, PR needs to be measured over a shorter timeperiod, such as two weeks or a month (referred to astime period i below). in such situations, it isrecommended to use a PR formula corrected withtemperature factor in order to neutralise short-term PRfluctuation due to temperature variations from stC(25°C). as a best practice, temperature should beregistered with a granularity of up to 15 minutes(referred to as time period j below) and the averagetemperature for the time period i should be weightedaccording to specific Yield.

Performance Ratio is defined as:

Where:PR = Performance Ratio over a year (%)Yf = specific Yield over a year (also called final yield) expressed in (kWh/kWp) or peak sun hours (h)Yr = Reference Yield over a year expressed in (kWh/kWp) or peak sun hours (h)

PR = × 100YrYf

Expected Yield can be defined as:

Where:Yexp(i) = expected Yield for the time period i, expressed in (kWh/kWp) or peak sun hours (h)PRexp(i) = average expected Performance Ratio of the plant over the period i, based on simulation with given actual temperature and irradiation and plant characteristics. (PRexp simulation is beyond the scope of the present document but for more information on this, see Brabandere et al (2014), Klise and stein (2009), nRel (2017), PVsyst (2017) and sanDia (2017).)Yr(i) = Reference Yield for the time period i (based on past irradiation data)expressed in (kWh/kWp) or peak sun hours (h)

Temperature-corrected PR can be defined as follows:

Where:PRt0(i) = temperature-corrected Performance Ratio for the time period i (%)Yi = Plant specific Yield for the time period i, expressed in (kWh/kWp) or peak sun hours (h)Yr(i) = Reference Yield for the time period i, expressed in (kWh/kWp) or peak sun hours (h)β =temperature coefficient for P0 that corresponds to the installed modules (%/°C).tmoD(i) =average module temperature for the period i, weighted according to specific Yield Yj (°C)

Where:Yj = Plant specific Yield for the time period j (j ≤ 15 minutes), expressed in (kWh/kWp) or peak sun hours (h)tamBmeas(j)

= average measured module temperature for the time period j (j ≤ 1 hour) (°C)

PRT0(i) = × 100Yr(i)× [(1 – × (TMOD(i) – 25°c)]

Yi

100β

TMOD(i) =

i

i∑ j = 1 (Yj )

∑ j = 1Yj × TMODMEAS( j)

Yexp(i) = PRexp(i)× Yr(i)



10.1.2.7. uptime

the following three KPis – uptime, availability andenergy-based availability – are three closely relatedindicators to measure whether or not the PV powerplant is generating electricity. in these Guidelines, theterm “uptime” is used to avoid any confusion with“availability”, however, these terms are sometimes used interchangeably.

uptime is the parameter that represents the time duringwhich the plant is operating over the total possible timeit is able to operate, without taking any exclusion factorsinto account. the total possible time is considered thetime when the plant is exposed to irradiation levels abovethe generator’s minimum irradiance threshold (mit).

the figure below illustrates the various periods in timementioned above.

10.1.2.6. Energy Performance Index

the energy Performance index (ePi) is defined as the ratiobetween the specific Yield Yi and the expected Yield Yexp asdetermined by a PV model. the ePi is regularlyrecalculated for the respective assessment period(typically day/month/year) using the actual weather dataas input to the model each time it is calculated. thisconcept was proposed, e.g. in (Honda et al. 2012).

the advantage of using the ePi is that its expected valueis 100% at project start-up and is independent ofclimate or weather. this indicator relies on the accuracyof the expected model. unfortunately, there are morethan one established models for the expected Yield ofPV systems in operation and not all of them aretransparent. therefore, the use of ePis is recommendedmainly for the identification of performance flaws andcomparison of plants.

fIGurE 3 varIOuS PErIOdS Of tIME fOr tHE calculatIOn Of uPtIME

Ttotal

Tuseful T(irr<MIT)

Tdown


Uptime is then defined as:

Where:u = uptime (%)tuseful = period of time with in plane irradiation above mit (h)tdown = period of tuseful when the system is down (no production) (h)

The Energy Performance Index (EPI) is defined as:

Where:ePii = energy Performance index for the time period i (%)Yi = specific Yield for the time period i (kWh/kWp) or (h)Yexp(i) = expected Yield for the time period i (kWh/kWp) or (h)

EPI i = Yexp(i)Yi

U = × 100TusefulTuseful – Tdown


10.1.2.8. availability

availability is uptime with certain contractually agreedexclusion factors (see below) applied in the calculationused as a basis for availability guarantees provided bythe o&m Contractor to the asset owner. a best practiceis a minimum Guaranteed availability of 98% over a year.(For more details on availability guarantee provided bythe o&m Contractor, see 11.3.1. Availability guarantee.

availability is thus the parameter that represents thetime in which the plant is operating over the totalpossible time it is able to operate, taking into accountthe number of hours the plant is not operating forreasons contractually not attributable to the o&mContractor (listed below in the same section).

the figure below illustrates the various periods in timementioned above.

normally, only the time where irradiance is above the mitis considered and this is noted above as tuseful,, where tuseful

= ttotal – t(irr<mit). typical mit values are 50 or 70 W/m2. mitshould be defined according to site and plantcharacteristics (e.g. type of inverter, DC/aC ratio etc).

uptime should be measured at inverter level. individualinverters’ uptimes uk should be weighted according totheir respective installed DC power Pk. in this case, theuptime of the total PV power plant utotal with an installedtotal DC power of P0 can be defined as follows:

For the calculation of uptime, typically up to 15 minutesof irradiation and power production data should betaken as basis, if granularity of components remains atthe level of inverter or higher. anything below the levelof inverter is then captured with the Performance Ratiocalculation presented below.

the course of troubleshooting one gets the information whether you canexclude part of the downtime.

3 the tdown represents the whole downtime, before the exclusions areapplied. therefore, texcluded is a part of tdown in the diagram. in practice youoften first see that a plant is down (= measurement of tdown) and only in

fIGurE 4 varIOuS PErIOdS Of tIME fOr tHE calculatIOn Of avaIlaBIlIty

Ttotal

Tuseful T(irr<MIT)

Texcluded

Tdown


Uptime weighted by individual inverters’ installed DC power:

Where:utotal = uptime of the plant (%)uk = uptime of the inverter kPk = installed DC power of the inverter kP0 = Plant Peak DC power (nominal power) (kWp)

Utotal = 100 × P0 ∑(Uk × )Pk

Availability is therefore defined and calculated as:

Where:a = availability (%)tuseful = period of time with in plane irradiation above mit (h)tdown = period of tuseful when the system is down (no production) (h)texcluded = part of tdown to be excluded because of presence of an exclusionfactor (see below) (h)

A = × 100TusefulTuseful – Tdown+ Texcluded



like uptime, availability is also calculated for irradiancelevels above the mit and measured at inverter level.individual inverters’ availabilities ak should be weightedaccording to their respective installed DC power Pk. in this case the availability of the total PV power plantatotal with an installed total DC power of P0 can bedefined as follows:

For the calculation of availability, typically up to 15minutes of irradiation and power production datashould be taken as basis, if granularity of componentsremains at the level of inverter or higher. anything belowthe level of inverter is then captured with thePerformance Ratio calculation presented below.

as availability is used for contractual purposes, anyfailure time should only begin to run when the o&mContractor receives the error message. if the dataconnection to the site was not available, failure timeshould only begin after reestablishment of the link.

the asset owner and the o&m Contractor should agreeon certain failure situations that are not taken into account(exclusion factors) in the calculation of availability. somegood examples for exclusion factors are:

• Force majeure;

• snow and ice on the PV modules;

• Damage to the PV plant (including the cables up tothe feed-in point) by the customer or third partieswho are not sub-contractors of o&m Contractor,including but not limited to vandalism;

• Disconnection or reduction of energy generation bythe customer or as a result of an order issued to thecustomer by a court or public authority;

• operational disruption by grid disconnections ordisruptions in the grid of the grid operator;

• Disconnections or power regulation by the gridoperator or his control devices;

• Downtimes resulting from failures of the inverter ormV voltage components (for example, transformer,switchgear), if this requires

• technical support of the manufacturer and/or

• logistical support (for example supply of spareparts) by the manufacturer;

• outages of the communication system. any failuretime only begins to run when the o&m Contractorreceives the error message. if the data connection tothe site was not available, failure time shall onlybegin after reestablishment of the link.

• Delays of approval by the customer to conductnecessary works;

• Downtimes for implementation of measures toimprove the PV plant, if this is agreed between the parties;

• Downtimes caused by the fact that the customer hascommissioned third parties with the implementationof technical work on the PV plant.

10.1.2.9. Energy-based availability

energy-based availability takes into consideration thatan hour in a period with high irradiance is more valuablethan in a period with low irradiance. therefore, itscalculation uses not time but energy (and lost energy)for its basis:

note that the exclusion factors defined for availabilityapply for energy-based availability too.

Energy-based Availability is defined as:

Where:eai = energy-based availability for the time period i (%)eloss(i) = Calculated lost energy in the period i (kWh)ei = Plant energy production or Plant energy metered in the time period i (kWh)

EAi = × 100Ei + Eloss(i)Ei

Availability weighted by individualinverters’ installed DC power:

Where:atotal = availability of the plant (%)ak = availability of the inverter kPk = installed DC power of the inverter kP0 = Plant Peak DC power (nominal power) (kWp)

Atotal = 100 × P0∑(Ak × )Pk


10.2. O&M Contractor KPIs

as opposed to power plant KPis, which provide theasset owner with information about the performanceof their asset, o&m Contractor KPis assess theperformance of the o&m service.

the following time KPis are illustrated in Figure 5.

10.2.1. Acknowledgement Time

the acknowledgement time (also called Reaction time)is the time between detecting the problem (receipt ofthe alarm or noticing a fault) and the acknowledgementof the fault by the o&m Contractor by dispatching atechnician. the acknowledgement time reflects theo&m Contractor’s operational ability.

10.2.2. Intervention Time

the intervention time is the time to reach the plant bya service technician or a subcontractor from themoment of acknowledgement and whenever when visitby the o&m Contractor is contractually necessary (incertain cases remote repair is possible or the o&mContractor is not able to repair the fault and third-partyinvolvement is necessary). intervention time assessesthe capacity of the o&m Contractor how fast they canmobilise and be on site.

10.2.3. Response Time

the Response time is the acknowledgement time plusthe intervention time. used for contractual purposes,

minimum Response times are guaranteed on the basis offault classes, i.e. the (potential) loss of energy generationcapacity. For recommendations for Response timeguarantees, see 11.3.2. Response Time guarantee.

10.2.4. Resolution Time

Resolution time (or Repair time) is the time to resolve thefault starting from the moment of reaching the PV plant.Resolution time is not guaranteed, because resolutionoften does not depend totally on the o&m Contractor.

10.2.5. Reporting

it is very important for the o&m Contractor to comply withreporting requirements and reporting timelines. Contentand timing of the reporting is generally agreed by theparties in the Contract agreement. Content of thereporting should be expected to be consistent and anychange in content or format needs to be explained by theo&m Contractor. Delivery of reports per the agreed upontimeline is an important indicator for reliability andprocess adherence within the o&m Contractorsorganisation. see also 5.1. Reporting.

10.2.6. O&M Contractor experience

experience of the o&m Contractor with PV power plantsin the particular country, region, grid environment and/orwith PV power plants equipped with certain technologyor size can play an important role. this is quite relevantfor the selection of the o&m Contractor and can betracked by the owner over time (track record).

fIGurE 5 acKnOWlEdGEMEnt tIME, IntErvEntIOn tIME, rESPOnSE tIME, rESOlutIOn tIME

Acknowledgement time Intervention time Resolution time

DETECTING THE PROBLEM

ACKNOWLEDMENTOF THE FAULT

REACHING THE PVPLANT BY TECHNICIAN

FAULTRESOLVED

Response time



CONTRACTUALFRAMEWORK

11© lipik Stock Media

this section contains a set ofconsiderations for the contractualframework of O&M services for theutility scale segment, and morespecifically, systems above 1 MWp. acomplement to the technicalspecifications detailed in theprevious chapters, the contractualframework described in this chapterare considered as a best practice.

as a best practice, we recommendusing the o&m template contractdeveloped as part of the Global solarenergy standardisation initiative(sesi), a joint initiative of theterrawatt initiative, the internationalRenewable energy agency,supported by solarPower europeand the Global solar Council. theo&m template is set to be launchedtogether with the six other documenttemplates – as these sevencontractual document templatesform a package of this initiative. thewhole package will be launched in2018 after a thorough review.

11.1. Scope of the O&M contract

services to be provided by the o&m Contractor include:

technical asset Management. (most of these services can be performed byeither the o&m Contractor or the asset manager.)

• Reporting to asset owner

• Reporting on PV plant performance• Reporting on o&m performance• Reporting on incidents

• ensuring regulatory compliance

• legal requirements for PV plant operation• Power Purchase agreements and interconnection agreements• Power generation licence agreements• Building permits and environmental permits

• Warranty management

• insurance claims

• Contract management

Power Plant Operation

• Plant documentation management

• Plant supervision

• Performance monitoring and documentation• Performance analysis and improvement• issue detection/diagnostics • service dispatch/supervision• security monitoring interface (optional)

• Plant operation

• Plant controls• Power Generation Forecasting (optional)• Grid operator interface, grid code compliance• maintenance scheduling


• extraordinary maintenance (generally notincluded in the o&m fixed fee but it is advisablethat the o&m contract includes the rules toprepare the quotation and to executeextraordinary maintenance works)

• PV plant includes: modules, racks/trackers, wiresand conduits, combiners, inverters, monitoringsystems incl. weather station, transformers,switchgear, substation

• additional maintenance services (optional, see 7.4.Additional services)

Here below is a non-exhaustive list of additional servicesand general market trends with regards to whetherthese additional services are generally included in theo&m agreement or not.

• management of change (optional)

• Reporting to technical asset manager (in case o&mContractor is not the technical asset manager)

Power Plant Maintenance

• PV Plant maintenance

• Preventive maintenance

• Corrective maintenance in accordance withagreed Response time guarantees (some typesof maintenance activities may be beyond thescope of the contract, for more information, see7.2. Corrective Maintenance)

taBlE 5 ExaMPlES fOr addItIOnal MaIntEnancE SErvIcES and GEnEral MarKEt trEndS WItHrEGardS tO WHEtHEr tHESE addItIOnal SErvIcES arE GEnErally IncludEd In tHE O&MaGrEEMEnt Or nOt

ADDITIONAL SERVICES GENERAL BEHAVIOUR

Pv sitemaintenance

module cleaning Generally included

Vegetation management Generally included, but need to specify perimetral vegetation managementand management on possible environmental compensation measures

snow or sand removal Generally not included and also generally not easy to provide

General site maintenance

Pest control Generally not included

Waste disposal Generally included with reference to waste generated during o&m activities

Road management Generally not included

Perimeter fencing repair Generally not included and often caused by force majeure (i.e.: theft)

maintenance of buildings Generally not included

maintenance of securityequipment

Generally not included, these activities are performed by a separatesurveillance and security provider in order to have clearly definedresponsibilities (see 6.10. Power plant security)

On-site measurement

meter weekly/monthly readings Generally included since it feed the periodical performance reporting tothe asset owner

Data entry on fiscal registers or inauthority web portals for Fit tariffassessment (where applicable)

Generally this activity is deemed to the asset manager. Can be howeverincluded in o&m scope of work

string measurements – to theextent exceeding the agreed levelof Preventive maintenance

Generally not included but a price could be agreed in advance in theo&m contract

thermal inspections – to theextent exceeding the agreed levelof Preventive maintenance

Generally not included but a price could be agreed in advance in theo&m contract


11 CONTRACTUAL FRAMEWORK / ContinueD

all the services not included in the scope and in the fixedfee such as 7.3. Extraordinary Maintenance and 7.4.Additional services should be regulated within thecontract. a dedicated clause should indicate theprocedure that should include: (i) a proposal by theo&m Contractor within a fixed time frame, (ii) a fixedperiod for the asset owner to accept it or requestmodification, (iii) a final approval. Pre-agreed tariffs formanpower, machinery renting etc could be agreed anda specific table could be attached as Contract annex.

Spare Parts Management. (see also 11.8. Spare PartsManagement)

• spare parts maintenance

• spare parts replenishment

• spare parts storage (optional)

For more information on the specific items in the abovelist, please view the respective sections and chapters ofthe present Guidelines.

11.2. O&M contract fee

as a best practice, o&m services should be provided ona fixed fee plus escalation basis.

11.3. Contractual guarantees

the present Version 2.0 o&m Best Practice Guidelinesadopts a more progressive stance regarding thecontractual framework as compared to the first edition.although some o&m Contractors still provide PerformanceRatio (PR) guarantees in some cases, recentdevelopments including the recommendations of theGlobal solar energy standardisation initiative show thateliminating PR guarantee and only using availability andResponse time guarantees has several advantages.

PR is to a large extent a result of equipment choice,design and construction, which the o&m Contractor haslittle influence on beyond vegetation control andmodule cleaning. moreover, removing PR as an o&mContractor KPi makes power plant handover from ePCto o&m Contractor or from o&m Contractor to o&mContractor simpler.

eliminating the PR guarantee and using the availabilityand Response time guarantees instead is a moreprogressive approach that protects the asset owner

from poor performing o&m Contractors. availability isthe KPi that best reflects o&m Contractor’s service.thanks to the Response time guarantee, in case ofevents affecting the performance of the plant that arenot covered by the availability guarantee, the contractorhas to intervene in a pre-agreed timeframe dependingon the impact of the fault. since there are specific pointsthat can influence the PR originating from thecontractors, these can be easily identified andaddressed in the contract. moreover, the o&mContractor is also obliged to intervene in case ofincidents not affecting the performance, referring togood industry practices in general. a further upside ofeliminating the PR guarantee is that it makes thetransition to a new contractor is much smoother andhence allows lenders and owners to pick a contractorof their choice and with the sole criterium of quality ofservices. excluding PR guarantee eliminates the heavychange management process due to the necessity ofrecalculating the guaranteed PR in case of power planthandover, which is an obstacle in the market.

11.3.1. Availability guarantee

a best practice is a minimum Guaranteed availability of98% over a year. For contractual KPi reasons, availabilityshould be calculated at inverter level, on an annual basis.For more information on this, see 10.1.2.8. Availability.

the availability achieved by the o&m Contractor istranslated into Bonus schemes and liquidatedDamages. For more information on this, see 11.4. BonusSchemes and Liquidated Damages.

11.3.2. Response Time guarantee

the o&m Contractor should guarantee to react onalarms received from the plant through the monitoringand supervision system within a certain period of time,7 days a week. this translates in a minimum guaranteedResponse time. For a definition of Response time, see10.2.3. Response Time.

When setting Response time guarantees, it isrecommended to differentiate between hours and periodswith high and low irradiance levels as well as fault classes,i.e. the (potential) loss of energy generation capacity.

Following is an example for Response time guaranteesaccording to fault classes:


availability and that the o&m Contractor is motivated toimprove their service in order to achieve higheravailability. Higher availability usually leads to higherpower generation and an increase of revenues for thebenefit of the plant owner. Hence the Bonus schemeagreements lead to a win-win situation for both partiesand ensures that the o&m Contractor is highly motivated.

since the o&m Contractor’s responsibility is focused onthe o&m works for the PV asset, other influencing factorslike force majeure events, grid operator activities toreduce the plant output, grid instability or offline periodsshould be exempted from the o&m Contractor’sresponsibility and therefore from any liquidatedDamages. (see exclusion factors in 10.1.2.8. Availability.)

an example for availability Bonus schemes andliquidated Damages can be found below:

• Bonus schemes: if the minimum Guaranteedavailability is overachieved, the additional revenuebased on the base case scenario expected annualrevenue will be equally divided (50/50) between theasset owner and the o&m Contractor.

• liquidated Damages: if the minimum Guaranteedavailability is underachieved, 100% of the lostrevenue due to the availability shortfall from theminimum Guaranteed availability based on the basecase scenario expected annual revenue will becompensated by the o&m Contractor. this is usuallytranslated into a reduction of the o&m annual fee.

• Bonuses can be offset against liquidated Damagesand vice versa.

• the amount of liquidated Damages is capped at100% of the o&m annual fee on a period of 12 months.Reaching this cap usually results in termination rightsfor the asset owner and the o&m Contractor.

in case the replacement of an equipment is needed, theo&m Contractor should commit to make it available tothe plant's site and replace the equipment within 8business hours from the end of the Response time if thespare part is included in the portfolio of minimum spareparts list. if the spare part is not included in theminimum spare parts list, the o&m Contractor shouldcommit to order the spare part within 8 business hoursfrom the end of the Response time and to replace it onthe plant area in the fastest possible way after receivingthe related spare part from the equipment supplier.

in case the fault cannot be fixed by the o&m Contractorand the equipment supplier's intervention is required,the following actions are necessary:

• if the intervention requires spare parts up to the limitunder the o&m cost responsibility (see 11.8. SpareParts Management), the o&m Contractor mayproceed without separate approval (insuranceaspects to be taken into account);

• if the costs exceed the above budget limit, theContractor should communicate the issue in writingto the asset owner within 8 business hours from theend of the Response time.

Force majeure events are excluded from Response time obligations.

Resolution time is not guaranteed, because resolutiondepends on the extent of the malfunction or damage.

11.4. Bonus Schemes and Liquidated Damages

the availability guarantees provided by the o&mContractor can be translated into Bonus schemes andliquidated Damages. these ensure that the asset owneris compensated for losses due to lower-than-guaranteed

taBlE 6 ExaMPlES fOr fault claSSES and cOrrESPOndInG MInIMuM rESPOnSE tIMES

FAULT CLASS FAULT CLASS DEFINITION RESPONSE TIME GUARANTEE

fault class 1 the entire plant is off, 100% power loss. 4 daytime hours

fault class 2 more than 30% power loss or more than 300kWp down. 24 hours

fault class 3 0%-30% power loss 36 hours

NOTE: FAULT CLASSES AND THE CORRESPONDING RESPONSE TIME GUARANTEES APPLY EVEN IF THE DURATION OF THE RESPECTIVE POWER LOSS IS LESS THANTHE CORRESPONDING RESPONSE TIME GUARANTEE, PROVIDED THAT THE POWER LOSS MAY OCCUR AGAIN.


11 CONTRACTUAL FRAMEWORK / ContinueD

11.5. Service standards

o&m Contractor is to provide the services in accordancewith all laws, good industry practice, planning consents,manufacturer's warranties and operating manuals.

the asset owner should be entitled to instruct a third-partyoperator to provide the services at the o&m Contractor'scost, where the o&m Contractor fails to provide theservices and fails to follow a remedy cure programme.

11.6. O&M contractors’ qualification

the o&m Contractor, has the means, skills andcapabilities to operate and maintain the plant inaccordance with the contractual obligations. experienceand availability of a professional organisation, skilledteams and access to spare parts are criteria for theselection of the o&m Contractor. as o&m services are acombination of remote operations services and localmaintenance activities, the asset owner should makesure that both components are well managed andinterfaces between operations services andmaintenance services are well defined, especially whensubcontracted to different entities by the o&mContractor where each entity is responsible and can beheld accountable for the overall o&m performance.

11.7. Responsibility and accountability

the responsibility of the o&m Contractor is usuallydefined in the scope of Works, which forms a part of theo&m contract. a detailed description of the o&m scopeitems ensure clarity of what the o&m Contractor will doduring the term of the contract. in addition to the scopeof Works, the annual maintenance Plan (amP) andannual maintenance schedule (ams) (please refer toattachment “annual maintenance Plan”) outline thegranularity and frequency of (predominantly) Preventivemaintenance works. the execution of the activities isbeing reported to the asset owner through the regularreporting – this forms the minimum guidelines. Bestpractices can be seen if the regular reporting comparesthe executed activities with the amP and ams, andoutlines deviations and reasoning.

Corrective maintenance activities, which will beperformed in case of any component failure or energygeneration shortfall are controlled by performancecommitments signed by the o&m Contractor.

moreover, availability and Response time Guaranteesexplained in 11.3. Contractual Guarantees of the presentchapter also represent a level of accountability of theo&m Contractor.

in most countries there are strict legal requirements forsecurity service providers. therefore, PV power plantsecurity should be ensured by specialised securityservice providers subcontracted by the o&m Contractor.the security service provider should also assumeliability for the security services provided. For moreinformation on this, see 6.10. Power plant security.


11.8. Spare Parts Management

as explained in the chapter 8. Spare Parts Management,it is important to differentiate between Consumablesand spare Parts. While the former should be included inthe o&m fixed fee, there are specific contractualspecifications on the latter.

it is considered a best practice not to include the cost ofreplenishment of spare parts in the o&m fixed fee.nevertheless, there can be exceptions to this clause, suchas equipment whose unit value is below 500 euR/mWp,or where multiple units are aggregated up to a maximumannual amount of 2000 euR/mWp (numbers are given asindications), as well as situations in which spares arerequired due to the o&m Contractor’s act or default.

ownership of spares is with the asset owner whilenormally maintenance, storage and replenishment isthe responsibility of the o&m Contractor. Besidesownership matters, it is very important to make sure,upon mutual agreement, that one of the partiesundertakes the responsibility of insuring the spares: asa recommendation spare parts stored on-site should beinsured by the asset owner and spare parts stored off-site should be insured by the o&m Contractor.

there should be a components, materials and spareparts defects warranty for 12 months from the date ofinstallation, which should continue to apply even afterexpiry or termination of the o&m contract.

For more information on spare Parts management, seechapter 8. Spare Parts Management.

11.9 Power plant remote monitoring

the o&m Contractor should operate and maintain themetering system according to local regulations or norms.in some countries there are two metering systems: onethat measures power injection in the grid, owned andoperated by the grid operator, and one that measurespower production, owned by the asset owner as part ofthe installation and operated by the o&m Contractor.

the o&m Contractor will also make sure that performancemonitoring and reporting is operated and maintainedaccording to the monitoring specifications and bestpractices (see 9. Data and monitoring requirements).

the asset owner has the right to carry out theverification of the metering system to evaluate andcontrol the exactitude of the measured data.

11.10. Reporting

Reporting should be done periodically, as contractuallyagreed between the o&m Contractor (the technicalasset manager) and the asset owner. the asset ownershould have the right to debate the report within acertain timeframe.

For more information on industry best practicesregarding Reporting, see 5.1. Reporting.


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Pelland, sophie; Jan Remund; Jan Kleissl; takashi oozekiand Karel De Brabandere. 2013. “Photovoltaic andsolar Forecasting - state of the art.” Report iea PVPst14-01:2013. international energy agencyPhotovoltaic Power systems Programme

PVsyst sa. 2017. PVsyst Photovoltaic software.http://www.pvsyst.com.

Richter, mauricio, Karel De Brabandere, John Kalisch,thomas schmidt, and elke lorenz. 2015. “BestPractice Guide on uncertainty in PV modelling.” Publicreport Performance Plus WP2 Deliverable D2.4. Web:http://www.perfplus.eu/frontend/files/userfiles/files/308991_PerfPlus_Deliverable_D2_4_20150205.pdf

sanDia. 2017. PVPerformance modeling Collaborative.https://pvpmc.sandia.gov/

shelton Honda, alex lechner, sharath Raju, and ivicatolich. 2012. “solar PV system Performanceassessment Guideline for solartech.” san Jose,California: san Jose state university.

Woyte, achim, mauricio Richter, David moser, stefanmau, nils H. Reich, and ulrike Jahn. 2013.“monitoring of Photovoltaic systems: GoodPractices and systematic analysis.” in 28th euPVseC, 3686–94. Paris, France.

Woyte, achim, mauricio Richter, David moser, nilsReich, mike Green, stefan mau, and Hans GeorgBeyer. 2014. “analytical monitoring of Grid-Connected Photovoltaic systems - Good Practicefor monitoring and Performance analysis.” Reportiea-PVPs t13-03: 2014. iea PVPs.

REFERENCES


A ANNEX

A. Proposed skill matrix for O&M personnel. (Download it from www.solarpowereurope.org)

Health & Safety

Environm

ental

Mon

itoring &

Metering

Inverter

Electrical

Data & Com

ms

firs

tna

me

Surn

ame

func

tion

Company's services induction

Health & safety assessment test

manual Handling

Display screen equipment

Risk assessment

occupational Health & safety training course

training to handle Health & safety in a team

Certification of occupational Health & safety

First aid at Work

HV substation access

managing Contractors

other task, company or country relevantrequirements (e.g. working at height, asbestosawareness, use of specific equipment,construction/installation certificate etc.)

Certificate of environmental managementand assessment

other relevant training course and/orcertificate of environmental management

Certain monitoring tool training

meter accreditation and calibration

other relevant skills (e.g. data handling tool)

Power electronics

learning tools interoperability (lti)

other skills (e.g. experience with specificproduct and type of inverter)

Certification of electrical Qualification

other relevant skills (e.g. specific inspection &test training, relevant accredited courses etc.)

termination of specific communicationcabling

installation of the monitoring system

installation and connection of meters

installation of satellite broadband system

other skills

man

ager

ial

man

ager

ial

man

ager

ial

man

ager

ial

adm

inist

ratio

n

adm

inist

ratio

n

adm

inist

ratio

n

elec

tric

ian/

supe

rvis

or

elec

tric

ian/

supe

rvis

or

elec

tric

ian/

supe

rvis

or

elec

tric

ian/

supe

rvis

or

trai

nee

elec

tric

ian

trai

nee

elec

tric

ian

trai

nee

elec

tric

ian

trai

nee

elec

tric

ian

Dat

a &

Com

ms

Plan

ned

not

requ

ired

requ

ired

upd

ate

requ

ired


B. Documentation set accompanying the solar PV plant. (Download it from www.solarpowereurope.org)

B ANNEX

INFORMATION TYPE AND DEPTH OF DETAIL / AS-BUILT DOCUMENTS

NO. MINIMUMREQUIREMENT

DESCRIPTION COMMENTS

1 siteinformation

• location / map / GPs Coordinates• Plant access / Keys• access Roads• o&m Building• spare Parts storage / Warehouse• site security information• stakeholder list and contact information (for example, owner of the site,

administration contacts, firefighters, subcontractors / service providers, ...)

2 ProjectDrawings

• Plant layout and General arrangement• Cable routing drawings• Cable list• Cable schedule/ cable interconnection document• single line Diagram• Configuration of strings (string numbers, in order to identify where

the strings are in relation to each connection box and inverter)• earthing/Grounding system layout drawing• lightning Protection system layout drawing• lighting system layout drawing (optional)• topographic drawing

“lightningProtection Systemlayout drawing”can be considered as optional

3 Projectstudies

• shading study/simulation• energy yield study/simulation• inverter sizing study

4 studiesaccording tonationalregulationrequirements

• Voltage drop calculations• Protection coordination study• short circuit study• Grounding study• Cable sizing calculations• lightning protection study

5 PV modules • Datasheets• Flash list with PV modules positioning on the field (reference to string

numbers and positioning in the string)• Warranties & Certificates

6 inverters • o&m manual• Commissioning Report• Warranties & Certificates• Factory acceptance test• inverter settings• Dimensional drawings

7 mediumVoltage/inverter Cabin

• medium Voltage/inverter Cabin layout and general arrangement drawing• medium Voltage/inverter Cabin foundation drawing• erection procedure• internal normal/emergency lighting layout Drawing• Fire Detection and Fire Fighting system layout Drawing (if required)• HVaC system layout Drawing• HVaC system installation & o&m manual• HVaC study (according to national regulations)• earthing system layout drawing• Cable list

8 mV/lVtransformer

• o&m manual• Commissioning Report• Factory acceptance test Report• type test Reports• Routine test Reports• Warranties & Certificates• Dimensional drawing with parts list


NO. MINIMUMREQUIREMENT

DESCRIPTION COMMENTS

9 Cables • Datasheets• type & Routine test reports

10 lV & mVswitchgear

• single line Diagram• switchgear wiring diagrams• equipment datasheets and manuals• Factory acceptance test report• type test Reports• Routine test Reports• Dimensional drawings• Warranties & Certificates• Protection relays settings• switching procedure (according to national regulations)

“Protection relayssettings” and“switchingprocedure” areconsiderations for the mV switchgear

11 HV switchgear • single line Diagram• steel structures assembly drawings• HV switchyard general arrangement drawing• HV equipment Datasheets and manuals (Cts, Vts, Circuit Breakers,

Disconnectors, surge arresters, Post insulators)• Protection & metering single line Diagram• HV equipment type & Routine test Reports• interlock study• switching procedure (according to national regulations)• Warranties & Certificates

12 uPs &Batteries

• installation & o&m manual• Commissioning report• Warranties & Certificates• Datasheets• Dimensional Drawings

13 mountingstructure

• mechanical assembly Drawings• Warranties & Certificates

14 trackers • mechanical assembly Drawings• electrical schematic Diagrams• Block diagram• equipment Certificates, manuals and Datasheets (motors, encoders)• PlC list of inputs and outputs (i/o) by type (Digital, analog or Bus)• Commissioning reports• Warranties & Certificates

15 security, anti-intrusion andalarm system

• security system layout/general arrangement drawing• security system block diagram• alarm system schematic diagram• equipment manuals and datasheets• access to security credentials (e.g. passwords, instructions, keys etc)• Warranties & Certificates

16 monitoring/sCaDa system

• installation & o&m manual• list of inputs by type (Digital, analog or Bus)• electrical schematic diagram• Block diagram (including network addresses)• equipment datasheets

i/o list includes e.g.sensor readings thatare collected by data loggers.

17 Plant Controls • Power Plant Control system description• Control Room (if applicable)• Plant Controls instructions• Breaker Control functionality (remote / on-site) and instructions• list of inputs and outputs

18 Communication system

• installation and o&m manual• system internal communication• external Communication to monitoring system or operations Centre• iP network plan• Bus network plans


C ANNEX

C. Important examples of input records in the record control. (Download it from www.solarpowereurope.org)

RECORD CONTROL

NO. ACTIVITYTYPE

INFORMATIONTYPE

INPUT RECORD REFERENCES/COMMENTS

1 alarms /operationincidents

alarmsdescription

Date and time, affected Power, equipment Code / name,error messages / Codes, severity Classification,Curtailment Period, external Visits/inspections from thirdparties

2 Contractmanagement

Contractgeneraldescription

Project name / Code, Client name, Peak Power (kWp)


assetdescription

structure type, installation type


Contractperiod

Contract start and end Date


Contractualclauses

Contract Value, availability (%), PR (%), materials /spare parts, Corrective Work labour

6 Correctivemaintenance

activitydescription

Detailed Failure typification, Failure, Fault status,Problem Resolution Description, Problem Cause

en 13306 - maintenance.maintenance terminology


Correctivemaintenanceevent

associated alarms (with date), event status en 13306 - maintenance.maintenance terminology


Correctivemaintenanceevent log

Date and time of Corrective maintenance Creation (orWork order), Date and time status change (pending,open, recovered, close), end date and time of theintervention, start date and time of the intervention,technicians and Responsible names and Function

en 13306 - maintenance.maintenance terminology


interventionequipment/element name

affected Power and affected Production, equipmentCode / name

10 inventorymanagement

Warehousemanagement

inventory stock Count and movement, equipmentCode / name

11 monitoring &supervision

equipmentstatus

Date, status log (protection devices, inverters,monitoring systems, surveillance systems)


meteo data irradiation, module temperature, other meteovariables (ambient temperature, air humidity, windvelocity and direction, …)

ieC 61724 - Photovoltaicsystem performancemonitoring - Guidelinesfor measurement, dataexchange and analysis


Production /consumptiondata

aC active and reactive power at PV Plant injectionPoint and other subsystems or equipment,Consumption from auxiliary systems, other variables(DC/aC voltages and currents, frequency), Power fromDC field

ieC 61724 - Photovoltaicsystem performancemonitoring - Guidelinesfor measurement, dataexchange and analysis


Performancedata

PV Plant energy Production; PR; expected vs Real


RECORD CONTROL

NO. ACTIVITY TYPE INFORMATIONTYPE

INPUT RECORD REFERENCES/COMMENTS

15 Preventivemaintenance

maintenancePlan

Preventive maintenance Plan


interventionequipment/element name

affected Power and affected Production, equipmentCode / name, intervention start and end Date


maintenancedescription

measurements, Preventive maintenance tasksPerformed, Problems not solved during activity andits Classification and typification, technicians andResponsible names and Function

18 PV PlantDocumentation

Commissioning Commissioning Documentation and tests Results ieC 62446 - Photovoltaic(PV) systems -Requirements for testing,documentation andmaintenance - Part 1:Grid connected systems -Documentation,commissioning tests and inspection


operation andmaintenance

equipment manuals, PV Plant o&m manual ieC 62446 - Photovoltaic(PV) systems -Requirements for testing,documentation andmaintenance - Part 1:Grid connected systems -Documentation,commissioning tests and inspection


systemDocumentation

as built documentation (Datasheets, wiringdiagrams, system data)

ieC 62446 - Photovoltaic(PV) systems -Requirements for testing,documentation andmaintenance - Part 1:Grid connected systems -Documentation,commissioning tests and inspection

21 Warrantymanagement

Claimsregistration

affected equipment, Claim Description,occurrence Date; Communications between o&m,client and manufacturer/supplier


D ANNEXD. Annual Maintenance Plan. (Download it from www.solarpowereurope.org)

SUB GR

OUP

EQUIPMEN

TSU

B UNIT

TASK

FREQ

UENC

YIMPO

RTAN

CEO&M DEC

ISION

ON FR

EQUE

NCY

(BY TE

CHNICA

LMAN

AGER

)

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52(REP

ORT

ING

EVER

Y WEE

K OF TH

E YE

AR)

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men

tatio

nas

-bui

ltaC

-sys

tem

Com

plet

e an

d co

rrec

t of d

ocum

enta

tion

aC-s

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min

itial

/ne

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Docu

men

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nas

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ltau

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ry s

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ms

Com

plet

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d co

rrec

t doc

umen

tatio

n of

all

auxi

liary

sys

tem

s (s

ecur

ity, m

onito

ring,

iCt,

ene

rgy

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nece

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y

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men

tatio

nas

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d co

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umen

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C 62

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. d) m

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men

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nas

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ltsy

stem

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estin

g 1

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t con

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D ANNEX / ContinueDSU

B GR

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EQUIPMEN

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TASK

FREQ

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YIMPO

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CEO&M DEC

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FREQ

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Y (BY

TECH

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(REP

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SUB GR

OUP

EQUIPMEN

TSU

B UNIT

TASK

FREQ

UENC

YIMPO

RTAN

CEO&M DEC

ISION ON

FREQ

UENC

Y (BY

TECH

NICA

L MAN

AGER

)

W1 - W

52

(REP

ORT

ING EV

ERY

WEE

K OF TH

E YE

AR)

HV

syst

ems

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form

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syst

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B GR

OUP

EQUIPMEN

TSU

B UNIT

TASK

FREQ

UENC

YIMPO

RTAN

CEO&M DEC

ISION ON

FREQ

UENC

Y (BY

TECH

NICA

L MAN

AGER

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W1 - W

52

(REP

ORT

ING EV

ERY

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K OF TH

E YE

AR)

HV

syst

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and

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HV

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elec

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HV

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sw

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ther

mog

raph

y in

spec

tion

sem

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HV

syst

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sens

ors

func

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l ver

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annu

alne

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ary

HV

syst

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mai

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sw

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mea

sure

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ts in

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tion

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HV

syst

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k co

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HV

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HV

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k fu

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HV

syst

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Chec

k ca

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inal

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mi-a

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HV

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Gene

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HV

syst

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Pow

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Pow

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Batt

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Cabl

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Pow

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Pow

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Pow

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Gene

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Gene

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Cabl

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VCa

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Vin

tegr

ity in

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syst

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enda

tions


SUB GR

OUP

EQUIPMEN

TSU

B UNIT

TASK

FREQ

UENC

YIMPO

RTAN

CEO&M DEC

ISION ON

FREQ

UENC

Y (BY

TECH

NICA

L MAN

AGER

)

W1 - W

52

(REP

ORT

ING EV

ERY

WEE

K OF TH

E YE

AR)

HV

syst

ems

Pow

er m

onito

ring

Pow

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ontr

ol u

nit

elec

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n co

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ratio

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mi-a

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lne

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ary

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syst

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ery

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nan

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HV

syst

ems

Pow

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onito

ring

Pow

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ontr

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Cabl

es v

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l ins

pect

ion

sem

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ual

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ssar

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HV

syst

ems

Pow

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onito

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Pow

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ontr

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tific

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Pow

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ontr

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sens

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func

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HV

syst

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Pow

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onito

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inte

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insp

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ary

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syst

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Pow

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ring

Pow

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Chec

k co

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HV

syst

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Pow

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Pow

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softw

are

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sem

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HV

syst

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Pow

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Pow

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elec

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HV

syst

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Pow

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HV

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Pow

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Chec

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Pow

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Para

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Pow

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Pow

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Gene

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Gene

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Pow

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Pow

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Gene

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nera

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ities

sw

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inte

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Gene

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nera

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ities

sw

itchb

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Doc

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ts in

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sem

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Gene

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tiliti

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nera

l util

ities

sw

itchb

oard

Cabl

es v

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sem

i-ann

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Gene

ral u

tiliti

esGe

nera

l util

ities

sw

itchb

oard

labe

lling

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ral u

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nera

l util

ities

sw

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oard

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spec

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alne

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nera

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ities

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mea

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ts in

spec

tion

sem

i-ann

ual

nece

ssar

y



B GR

OUP

EQUIPMEN

TSU

B UNIT

TASK

FREQ

UENC

YIMPO

RTAN

CEO&M DEC

ISION ON

FREQ

UENC

Y (BY

TECH

NICA

L MAN

AGER

)

W1 - W

52

(REP

ORT

ING EV

ERY

WEE

K OF TH

E YE

AR)

Gene

ral u

tiliti

esGe

nera

l util

ities

sw

itchb

oard

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tric

al p

rote

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n co

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t ope

ratio

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mi-a

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Gene

ral u

tiliti

esGe

nera

l util

ities

sw

itchb

oard

Chec

k ca

bles

term

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san

nual

nece

ssar

y

Gene

ral u

tiliti

esGe

nera

l util

ities

sw

itchb

oard

Gene

ral c

lean

ing

sem

i-ann

ual

nece

ssar

y

Gene

ral u

tiliti

esau

xilia

ry s

yste

mli

ghts

and

ele

ctric

soc

kets

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grity

insp

ectio

nan

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nece

ssar

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Gene

ral u

tiliti

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ry s

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mli

ghts

and

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soc

kets

Cabl

es v

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l ins

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alne

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Gene

ral u

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Gene

ral u

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Chec

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Gene

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B UNIT

TASK

FREQ

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CEO&M DEC

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Y (BY

TECH

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(REP

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Wea

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Gene

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eras

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Wea

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sin

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OUP

EQUIPMEN

TSU

B UNIT

TASK

FREQ

UENC

YIMPO

RTAN

CEO&M DEC

ISION ON

FREQ

UENC

Y (BY

TECH

NICA

L MAN

AGER

)

W1 - W

52

(REP

ORT

ING EV

ERY

WEE

K OF TH

E YE

AR)

mon

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stem

Wea

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Wea

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as &

sen

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cle

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gan

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Cabl

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Com

mun

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Boar

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SUB GR

OUP

EQUIPMEN

TSU

B UNIT

TASK

FREQ

UENC

YIMPO

RTAN

CEO&M DEC

ISION ON

FREQ

UENC

Y (BY

TECH

NICA

L MAN

AGER

)

W1 - W

52

(REP

ORT

ING EV

ERY

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K OF TH

E YE

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Boa

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e pa

rts

inve

ntor

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ckan

nual

nece

ssar

ye.

g. m

onth

ly

spar

e pa

rts

Visu

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spec

tion

of s

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con

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stoc

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Revi

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g. m

onth

ly

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