Top 10 Wind Turbine Suppliers
(Percentages indicate market share.)
Nordex has been supplying wind turbines since 1985. Just two years after its founding, the company installed the largest series wind turbine in the world at the time. The company saw large growth in the 1990s, entering the MW class in 1995. Nordex is still a world leader in wind, with its focus on reliability, quality ongoing service, and wide range of offerings.
9. Ming Yang
The largest private wind turbine manufacturer in China (but the 5th largest in the country), Ming Yang is a major player in the world of wind. Founded in 2006, the company is relatively new—its first turbines went into production in 2007. The company’s stock skyrocketed earlier this year, with it getting major support from Chinese power companies. While it hasn’t quite hit the same highs, Ming Yang remains a leader in wind.
8. United Power
United Power is a state-owned Chinese wind company which has been a world leader for several years. The company, which is headquartered in Beijing, has several subsidiaries underneath it. The company has a diverse turbine portfolio, allowing it to deploy its turbines in a variety of settings.
Gamesa is a big name when it comes to wind. The company has 30,000 MW installed in 45 countries and offers comprehensive maintenance and service for 19,500 MW worth of turbines. Its two biggest markets are its home country of Spain and the burgeoning energy market of China. Gamesa is very internationally focused, as 88% of its sales come from outside of Spain. Also unique to the country is its partnership with universities, in which it looks to academic to recruit and retain the best staff it can.
GE is majorly focused on innovation within the wind industry. It’s also very proud of its turbines, in which its 2-3 MW platform produces the highest annual energy yield in its class. With more than 16,500 turbines deployed worldwide, it’s no surprise that GE is one of the largest wind companies out there.
5. Sulzon Group
Sulzon views itself as more than a wind company; it believes it is a champion of the renewable energy movement. As well as leading the charge for wind in India, the company operates on 6 continents—all except Antarctica. Also notable about Sulzon is its wide range of turbine size, from 600 kW to its 6.15 MW offshore turbine.
One of the most recognizable names in wind, Siemens offers solutions for both on and offshore wind projects. The biggest focus for Siemens is driving down costs of wind turbines. They aim to make renewable energy viable without subsidies. Siemens is also fully committed to their turbines, acting as its caretaker for its whole life cycle to ensure it’s always running optimally.
Enercon is a company that believes in value. Whether it’s its customers, service, shareholders, or employees, Enercon defines excellence as the value placed in them. The company is highly focused on delivering projects on time and error-free. Still, quality is king for Enercon and it’s not something it’s willing to compromise.
Goldwind is an older wind company, having been founded in 1998. Since then, it’s grown massively and has an installed 19 GW around the globe. The company is looking to expand internationally, though it already has operations on all 6 continents. Goldwind is aiming for the number 1 spot on the list and believes it will get there by setting aggressive goals for itself—and it believes it can meet them.
Vestas is the world’s only global energy company dedicated entirely to wind power and it definitely shows. With more than 60 GW installed worldwide, Vestas is the biggest name in the wind industry. Vestas also experience on its side, as it’s been around since 1898. Committed to sustainability and a healthier planet, Vestas doesn’t look like it’s giving up its top spot anytime soon.
Top 10 ways to prepare for COVID-19
Energy Digital sets out Gartner’s Top 10 ways organisations can prepare for a pandemic, via effective operational risk management.
As the spread of the Coronavirus (COVID-19) continues to develop, many businesses are left uncertain as to whether their risk mitigation plan is sufficient.
In a recent webinar conducted by the research and advisory firm just 12% of 1,500 people believe that their business is highly prepared for the impact of COVID-19, while 56% believed themselves to be somewhat prepared, and 11% believed themselves to be very unprepared.
“Most organizations have done some pandemic planning but still have many unanswered questions about whether they have done everything they can to manage risks,” says Jim Mello, Senior Director, Advisory, Gartner.
Establish a preparedness framework
Establish a team that represents all critical business functions. These people will report directly to executive management and are responsible for prioritising the importance of business activities and organise them in tiers for response and recovery.
Monitor the situation
It is important to ensure that organisations monitor the rate in which the infection is spreading and its severity. Many rely on the World Health Organisation for information.
Be sure to revise revenue forecasts and communicate with investors, as well as suppliers in regards to any potential finance issues. It is important to ensure that the business has the working capital to ride it out.
Ways to ensure this include: working capital checks, seeking loans or government-sponsored financial relief.
Extend personal hygiene and cleaning protocols
It is important to comply with any changes to workplace regulations. In addition, it is important to establish protocols for staff returning from infected areas, as well as extending existing hygiene activities.
Ensure close monitoring of absenteeism rates for signs of problems. It is important to identify critical staff in order to make sure the company can continue to function in their absence and be prepared for up to 40% absentee rates.
In addition to reviewing HR policies and procedures, it is important to maintain a level of sensitivity when it comes to engaging with employees and workplace preferences.
Establish a communication programme
People can feel out of the loop quickly. Establish a spokesperson appropriate for the situation who can maintain lines of communication. In addition, organisations should establish pre-approved messages and scripts for various stakeholders.
Review the impact on the operation
Although this may seem overwhelming, the team established to represent all critical business functions should identify key areas to consider. It is important to maintain a connection with the reality on the ground in countries affected.
Key questions to consider: is transport functioning? Have holidays been extended? Where can operation continue and where do they need to stop?
IT business functions tend to be relatively well-prepared for business continuity. However, it is important to assess the supply chain for critical equipment and keep extra inventory if required.
In addition, organisations should keep in mind remote data centre management and cloud options for critical systems as well as enabling remote working programs and rescheduling any non-essential IT work prioritising key applications.
Review pandemic plans to identify any gaps in response
Conduct a preparedness exercise by validating roles and responsibilities as well as recovery requirements and procedures, in order to identify any gaps in the recover capabilities and resource needs.
Following the establishment of a pandemic plan, identify three lessons learned, key observations or improvements for the exercise. After establishing these organisations should priorities the short and long term follow up actions.