Op-ed: Project management will define the next phase of UK and Irish offshore wind

By René Damgaard Hansen, FairWind

Offshore wind in the UK and Ireland is entering a phase where project management has become a central factor for success. Balancing technical risk, supply chain uncertainty, safety expectations and policy goals has never been more critical. As turbines grow larger and projects move farther offshore, effective planning and management determines whether they are delivered safely, on time and within budget.

A key challenge in scaling offshore wind in the UK and Ireland is the interplay between weather, logistics and a developing project portfolio. Harsher conditions, narrower installation windows and limited port capacity mean delays in major components or tools can quickly challenge tight schedules. Unlike more mature regions, the absence of a steady pipeline makes it harder to maintain a local, experienced workforce, which in turn increases the premium on project managers who can plan around workforce availability while still meeting local content expectations. Lessons from other regions highlight the value of early risk management, standardized processes and a strong local presence. For instance, Denmark weather downtime over a 12-month period averages 30%, rising as high as 60% in winter so projects must account for this even in the early stages of planning.

Early supply chain engagement

Recent offshore projects show how easily logistics and component delays test even the best laid plans.

In a recent offshore wind project that FairWind was involved in, delivery slippages for large components and specialized equipment were mitigated through early supply chain engagement, frequent updates on delivery dates and flexible reordering of onsite activities.

The experience reinforced a simple lesson for future large-scale scopes: securing critical components early and integrating logistics partners into planning from the outset significantly reduces downstream risk. It also underlined a broader structural issue in the region. Without a predictable volume of projects, it is harder for service providers to keep teams together between campaigns. This makes knowledge retention and competence development a specific project management concern.

Contract structures that reward stable, well-planned execution allow managers to design campaigns with fewer vessel days and less idle time. This directly supports both commercial and environmental targets.

Supply chain constraints for turbines and major components are beyond the direct control of service providers. However, planning and contracting can still limit their impact. Clear interfaces, realistic milestones and transparent communication between different project partners can help ensure that when delays occur they can be absorbed through contingency plans rather than becoming critical failures.

With operational data largely controlled by OEMs, project managers often rely on pragmatic tools such as risk registers, budget bridges and lessons learned rather than AI-driven insights. Regularly revisiting risks and opportunities while releasing unused contingency back into the project once certain risks have passed reflects a more mature, data-informed approach to managing uncertainty.

Safety for success

HSE and regulatory expectations add another layer of complexity for project managers, particularly in the UK. More frequent recertification of lifting and safety equipment increases administrative load and cost.

Compared to other countries that work on a 12-month recertification cadence, the UK requires most equipment to be recertified every six months. For a competent project manager, this is an additional consideration to ensure that equipment is available when required as any delay could cause significant postpone project completion. For the project manager, this becomes a manageable planning task once fully understood and built into the schedule and budget from the sales phase. 

The growing adoption of Wind Turbine Safety Rules, originally a UK requirement now extending as far as Taiwan, further formalizes competence expectations. Technicians must demonstrate their suitability for specific roles through targeted training and panel interviews, and project managers must ensure only appropriately authorized personnel are deployed. This shifts project management from simply filling roles to actively managing competence, succession and mentoring across teams.

In a broader European context, continued political support for wind projects gives suppliers confidence to invest, allowing managers to operate more easily within constraints.

In the fast moving UK and Ireland region, project leads must interpret changing requirements, factor in potential policy driven delays and maintain flexibility, all while protecting the reputation of their organizations through calm, professional engagement with clients and partners.