Introduction
The ocean multi-use concept envisages to bundle natural, human and financial resources in the face of scarcity of space in order to enhance the viability of offshore operations (e.g. combining aquaculture with other offshore industries ). Offshore projects, especially when implemented with a multi-use approach, are facing manifold challenges due to their different needs in logistics and operational intensity, particularly when extreme events offshore require different responses for each of them . To achieve an optimum of combined resource use, highly detailed, well thought- out planning of the work is needed . T he organisation of complex logisti cs, preparation of infrastructure and pre-testing of materials and technologies are serious challenges while also assuring appropriate training of operational, multi-disciplinary personnel. Furthermore , the application of health and safety standards for people involved in operations are essential for a successful functioning of the multi-use system .
The UNITED (Multi-Use offshore platforms demoNstrators for boostIng cost-effecT ive and Eco-friendly proDuction in sustainable marine activities) project addresses the integration of a relatively new form of an old economic branch , namely aquaculture, into an already existing but relatively new set of offshore activities, to increase the potential for synergistic effects, enhancing the idea of multi-use co-locations (MUCL) at sea.
Within the UNITED project, five demonstration trials (“pilots”) , were set up in different contexts (North- Baltic Seas , Mediterranean) . The German pilot combines offshore wind energy research and aquaculture at a very exposed location (45 nautical miles from the shore), and thus reflects a situation where remote operational logistics have to be more prominent than in all other pilots, although in principle needed by all .
The planning of this project was done at least a year before the unexpected outbreak of COVID19. Within weeks after project approval these plans and some objectives were at risk and became redundant due to the outbreak. This paper takes a special look at potential ways of solving unforeseen problems arising from the COVID19 outbreak with the focus on ad-hoc adjustments in the face of high uncertainty of their realisation. The described solutions demonstrate how intensified and rapid interactions and highly flexible and timely responses by all stakeholders can help to identify feasible alternatives to guarantee continued planning and subsequent operations
Materials and Methods
One of the major challenges due to COVID19 arose because of restrictions affecting the supply and service industries so that pre-test, and new design set-ups were seriously hampered. The p ressure grew to focus on automation, alternative logistics, additional training and capacity building of personnel as well as health and safety issues.
T he operational offshore phase of the project builds upon these developed strategies, which have only partly been tested so far. The pre-testing and adjustment phase of the project is ongoing and provided most valuable information on adaptations to COVID 19 in an innovative field, as there are no practical examples from which experience can be gained. Limited examples of successful MUCLs under these new conditions requires research inputs to find new solutions to arising questions in support of the development:
Results
One lesson learned from the pre-risk assessment was the need to always develop alter natives (e.g. plans B and C) at the onset of the project. This even for the most unlikely impairment. Several properly planned activities ready for timely implementation, had to be interrupted /postponed and subsequently to be cut short due to governmental ad-hoc decisions (“lock downs”, restricting response options). Another major negative effect of the COVID19 situation has been the extremely prolonged and even uncertain delivery times for equipment and parts as well as services, including the purchase of aquaculture species. Alternatives had to be found to serve the original plans for data acquisition, particularly for monitoring instrument and their capabilities. Fortunately, comprehensive knowledge on the offshore engineering business contributed to timely find alter natives to specific suppliers. This partly allowed to keep schedules with limited delays. Forming a broad stakeholder register turned out to be most valuable. The pandemic led to an extensively expanded range of stakeholders which needed almost daily contacts to cope with newly arising risks. Stakeholders helped in reducing frustrations, fostering consensus building and gaining improvement-oriented inputs. Thus, new adapted pilot solutions in one place mandatorily required a close communication not only within the pilot, but also between affected parties and this for the remainder of the project.
The pandemic demanded a new way of training and capacity building of personnel , creating teams with broad skill s rather than single specialists. The pre-operational phase (first project year) has been used to determine the future -oriented skills for a safe operation of the pilots. The training objectives so far were not only to educate internal personnel but also to facilitate a trans-disciplinary know ledge exchange of best practices from different fields, and to combine skills in order to be operational at all times.
Conclusion/Outlook
The pandemic caused delays with a terrible “domino-effect” downstream from the source to the end-user (the Pilot). The need for a time buffer to cope with unforeseen obstacles should be considered in manpower planning of future projects so that sufficient flexibility is available to cope with the problems adequately. The pandemic situation demanded an even broader and more flexible approach than ever anticipated . In the future, every possible flexible/alternative operational modus (including financial consequences) should already be in the drawer before being confronted with unforeseen events, even if no opportunity for testing occurred. This situation is likely to continue in all pilots as there is little hope that a return to the former “normal” will be restored within the duration of the UNITED project. Documenting these lessons is strongly recommended as additional benefits to multiple sectors may be generated, and infrastructural synergies may be created in the face of uncertainty. Translating the COVID 19 pandemic conceptua lly to the aquatic environment, early response strategies might avoid damage to the aquaculture business by requesting regulations that prevent the transfer of exotic species and diseases via globalized trade and increased recreational boating . This while aquaculture locations near shipping routes are rapidly growing , this way increasing contact and risks entailed.
This Project has received funding from the European Union’s Horizon 2020 Research and Innovation Programme under Grant Agreement no 862915.