in the 21st century, the demand for power is always on.

For power producers that means

reliability is key. Automation systems and plant services are therefore of highest importance,
and especially when it comes to hydropower, because plants are often located i n remote
locations, without easy access.
Of course, automation and services have always been important in any hydropower project,
and many decades-old skills and technologies are still vital today. However, change is on the
horizon.
“Industry 4.0” or the “Internet of Things” promises to take automation and service to the
next level, by providing constant streams of operational data that can be analyzed remotely,
and used to better predict maintenance needs. You might ask yourself what are the benefits
related, since new solutions require investments. It’s the reduced risk of breakdowns, hence
less downtime, higher plant reliability and more flexible operating modes.
Andritz is driving progress for its customers in this new era of Industrial IT through the
establishment of its new Digital Solutions division, which took place 1 April 2016.
This new division is the perfect complement to the proven set of hydropower products,
services and integrated plant solutions that Andritz Hydro offers. The combination of state-of
the-art automation innovation, and services that are rooted in deep expertise developed over
almost 150 years, will help our customers take advantage of the newly connected world, while at
the same time ensuring the safety and integrity of their hydropower plants

From turbine revolutions to the data generated and power output, hydropower produces
some pretty big numbers. And in the future, those numbers will just keep going up!

Industry 4.0 is more than a buzzword – it’s a revolution. In fact, it’s the fourth in a series of
revolutions that began in the 19th century with the move from farms to factories, continued in
the early 20th century with electrification and mass production, and progressed to digital
automation in the 1960s and 1970s. Industry 4.0, or the Internet of Things, marks the era of
industrial digitization. It’s defined by: machines communicating autonomously with other
machines; the use of sensors in machinery to collect huge volumes of data; the rapid
analysis of that data to produce actionable in- sight for decision-making; the use of consumer
information and communication technology (ICT) in an industrial
environment; and establishing a com- munications infrastructure that supports data and insight distribution, as well
as action. And the potential business value is significant.
Ultimately, that value can be mea- sured in the use of digital technology to make industrial systems of all kinds
– from manufacturing to plant opera- tion – more efficient, reliable and secure, thereby reducing risk and
cost. But it can also open the door to new service-based business models focused on, for example, the ability to
predict equipment failures before they happen. In the hydropower sector, the Internet of Things offers Voith
Hydro and its customers a wealth of new possibilities. Specifically, Industrie 4.0 solutions have the potential to
help plant operators: increase plant availability; reduce main- tenance/servicing cost and effort; and reduce cost
and risk through increased infrastructure safety and security.

Long-term opportunities
The opportunities generated by the In- ternet of Things are exciting. But tak- ing advantage of them requires a
com- plete change of mindset and approach within the hydropower industry. Let’s take maximizing the
operational effi- ciency of a turbine through mainte- nance as an example.
A “1.0” approach to this issue would be to run the turbine to failure, shut it down, dismantle and rebuild it, and
then return it to operation. This is clearly a slow and expensive operation in terms of the repair itself, the
manpower required, and the power generation time lost.
The typical preventative (“2.0”) ap- proach used today is to follow a fixed period maintenance schedule and
per- form repairs or replace parts even if it is not strictly necessary – the equivalent of replacing a car tire after a
fixed number of kilometers. This approach is a step forward, but still not optimal, because it does not maximize
the return on every component.
Condition-based maintenance (“3.0”) improves on this scenario by using sen- sors to constantly measure the
condition of the machinery, so that problems can be identified and resolved quickly. This saves time and money,
because it elimi- nates the need to employ a team of engi- neers to take the machinery apart, in or- der to assess its
condition accurately.
Finally, predictive maintenance is the true Industrie 4.0 approach. If the combination of different sensor data,
distributed digitally to smart analytics systems, indicates a high chance of com- ponent failure in, for example,
three weeks, an operator could: receive a rec- ommendation to change the turbine’s mode of operation to extend
that period to five weeks; order the required spare part, which has a delivery time of four weeks; shut down the
turbine after four weeks and six days, replace the part, and
start operation again immediately. This kind of “just-in-time repair” provides a perfect example of how
Industrie 4.0 will allow hydropower operators to uti- lize new technologies, while simultane- ously extracting
maximum value from the infrastructure they already have. In- deed, maximizing long-term operation- al
efficiency and ROI will, in the future, be as much about leveraging data and software services that prolong the
life of existing infrastructure, as it will be about large capital investments in new machinery.

Hydropower plants represent critical societal infrastructure. Smart services require the establishment of new digital
communication channels between

are potentially vulnerable to a wide range of hacking attacks. The potential security risks must therefore be taken
extremely seriously. After all, the poten- tial consequences of a criminal or ter- rorist group taking control of a
hydro- power plant, for example, near a population center, are extremely critical. One of the ways that Voith Hydro
ad- dresses this issue is through the con- sequent separation of plant control and smart service communication
channels. This ensures that, should a security breach occur within the data collection and distribution network, the
integrity
of the plant’s control systems cannot not be compromised. In this sensitive area, Voith has years of experience
through the certified Remote Support Server, which enables secure access to a large number of paper machines and
hydropower plants. In addition, the in- house IT organization supports not only Voith’s own organization, but also
ex- ternal customers with respect to the “Security and Privacy” of their global IT infrastructure.

Though the “work smarter, not harder” mantra is likely as old as hydroelectric power
itself, digitalization is transforming the way projects are designed, operated and
maintained.

The world of tomorrow

While cloud-based connectivity is all but a mandatory selling point for many monitors, sensors
and analytical software products on the market today, connectivity to the Internet of Things is
only one component of a fully-
realized digital environment.

Rather, as written in a 2017 report compiled by consulting firm Navigant Research, “the end goal
of a digital transformation is the complete overhaul of a business.”

In this model, digitalization would entail the creation of what Wehnhardt describes as a “digital
twin” of a plant — one that would mirror all processes, products and services of a real-world
facility.

“We now want to take our customers one step further and make their hydropower plants even
more intelligent,” Wehnhardt said. “For us, digitalization goes far beyond the transition from
analog to digital equipment. It is rather a form of using digital solutions to access and analyze the
right data in order to derive actionable insights from them. As a result, hydropower plant
operators can make the right decisions at the right time.”

This digital plant would, under ideal circumstances, see its genesis at the design stage, be used
during construction, and then given to the owner in the project’s handoff for use as an
operational asset.

The plant could then be accessed via desktop terminal, tablet, virtual reality headset or more,
giving an operator the ability to control its systems and monitor its assets entirely within a
perfectly mirrored electronic form.

“Our approach is that, together with our customers, we open up a pool of technical and system-
relevant data securely in the cloud,” Wehnhardt said. “Then we visualize and analyze this data
and develop self-learning models for well-founded and forward-looking decisions. These
solutions would allow the early detection of impending problems and proactive maintenance
measures.”
Aside from increasing the operational efficiencies of a single plant, digitalization would also
enable an operator to more effectively run it in conjunction with other generating facilities.

This is particularly important as many utilities continue looking at hydro to help offset the
intermittency of other renewables, such as wind and solar.

“What is more, digitalization creates new forms of interaction between man and machine on-site
and pave the way for future operation and maintenance scenarios,” Wehnhardt said.

“Fully-digitalized systems also contain self-learning systems that intelligently support customers
in strategic decisions and enable them to maximize the profit of their power plants.”

Making it a reality

With a multitude of manufacturers currently providing equipment with some degree of

connectivity, one of the bigger challenges is making sure everything functions together as a
cohesive amalgamation.

Already, a number of companies are designing systems to bring everything together, while others
have said they are working with others to minimize barriers that might limit a consumer to its
own product ecosystem.

“The interoperability of components from different manufacturers is a very important aspect of

the efficient use of the Internet of Things,” Wehnhardt said. “There’s barely a thing more
harmful than the dependence on one manufacturer. It is therefore our strategy to consistently
focus on open industry standards. Vendor-lock is something we absolutely want to spare our
customers.”

Increased vulnerabilities to cyberattacks could also be a deterrent, with a recent survey of North
American utilities by consulting firm Accenture LLC showing 17% of respondents more feared
interruptions of service caused by cyberattacks than the destruction of physical assets.

Also, 77% of those polled indicated they perceive the growth of the Internet of Things as a
possible threat to security.

In addition to potential technical hurdles, the cost of digitalization — projected by GE to be $90

billion worldwide by the end of the decade — is a significant barrier for some plant owners,
particularly at a time when many utilities worldwide are facing flattening or declining growth.

At the same time, a recent Navigant report indicates onsite power systems, microgrids and other
forms of decentralized power could remove about 6,000 MW — or $40 billion-worth — of
business from utilities by 2020, making the decision to perform wholesale overhauls of existing
assets potentially difficult to justify.

In fact, only a fraction of the utilities Navigant included in its study have already established a
company-wide, executive-level strategy for approaching digitalization.
But, the long-term benefits as they pertain to the optimization of plant operations and
maintenance, integration with variable generation and condition monitoring could take much of
the sting out of digitalization’s upfront costs — particularly as it relates to plants that would be
undergoing modernization regardless.

The reality, however, is that the age of

the “smart” hydropower plant is not coming, but rather, is already here. All that remains to be
seen is to how quickly operators embrace it, and, perhaps most importantly, to
what extent.

Digitalisation can save millions in hydropower maintenance costs

Hydropower digitalisation opens the door to new opportunities for maintenace

Right now, the hydropower industry has a lot on its plate. Energy efficiency; renewable energy
certificates; the subsidisation of new renewable energy sources to promote competition; lower
gas and oil prices that influence electricity prices; changes in the market resulting from
globalisation, not to mention environmental challenges. These are just some of the issues
currently preoccupying the sector. On top of all this Norway is managing an ever-ageing number
of power plants, all looking much as they did when they were built back in the 1960s and -70s.

These ageing plants can be expensive to run, but millions of kroner can be saved in maintenance costs if the industry
starts focusing on better planning and targeted maintenance, aided by digitalization

Identify faults before breakdown occurs

During the first phase of the MonitorX project, we talked to representatives from the industry to
ask questions such as:

 what data do you collect, and what data collecting systems do you use?
 how do you store data, and for how long?
 do you use data analytically, in particular in connection with maintenance issues?

We received many responses, and some of the results were presented at the “Production
Technical Conference” (PTK). (Link in Norwegian)

Next phase – is it working?

We have now started the next phase, which involves the development and testing of a variety of
algorithms and methods designed to analyse operational data from power plant control systems.
In other words, we will be using available data to identify faults at an early stage as a basis for
improving maintenance processes.

We’re talking about models and algorithms that will use the aforementioned operational data
from control systems, combined with any data from other sensors and measuring equipment
installed in the plants. These will provide us with notifications of changes in function or
performance.
The models and algorithms will help the companies to identify faults or, more precisely, future
faults in the plants.

The aim is to identify such faults before a serious malfunction occurs. It will be like your car
saying to you “I don’t feel well, drive me to a garage right now before I break down completely”.

To see if this really works, we’re running some test case studies as part of the project. To date,
we have identified just over ten cases for study, and some of these have already started.

Machine learning identifies patterens and deviations in the data sets

We’ll be using the case studies to focus for the most part on advanced models, such as the use of
machine learning to identify patterens and deviations in the data sets. But we’re not excluding
other types of models such as Fyzzy Logic, physical models or a combination of algorithms.

We’re also looking at the potential for the more extensive use of new types of sensors, such as
audio sensors and ultrasound, as data sources.

Getting our priorities right – avoiding breakdown and unnecessary replacement

The figure below illustrates how different concepts such as cyber-physical systems (CPS), the
Internet of Things (IoT), data mining (DM) and the Internet of Services (IoS) can be placed into
a predictive maintenance framework that utilises measured data.

Kesheng Wang; “Intelligent Predictive Maintenance (IPdM) system – Industry 4.0 scenario”, published in Advanced
Manufacturing and Automation V, WIT transaction on Engineering Science, vol. 113, pp. 259-268, 2016. The figure
represents a version modified by Kesheng for the MonitorX project.

By utilising digitalisation and the correct concepts, the hydropower industry will be able to
rationalise its maintenance processes and cut costs. And millions will be saved in maintenance
costs!

What is Industry 4.0?

From smartphones to smart fridges, technology has played a major role in advancing most areas
of our everyday lives - but it is also transforming the world of industry.

Industry 4.0 is the label given to the gradual combination of traditional manufacturing and
industrial practices with the increasingly technological world around us.

This includes using large-scale M2M and Internet of Things (IoT) deployments to help
manufacturers and consumers alike provide increased automation, improved communication and
monitoring, along with self-diagnosis and new levels of analysis to provide a truly productive
future.

Factories will become increasingly automated and self-monitoring as the machines within are
given the ability to analyse and communicate with each other and their human co-workers,
granting companies much smoother processes that free up workers for other tasks.

Why Industry 4.0? What happened to Industry 2.0 and 3.0?

Industry 4.0 is not a new technology, nor is it a business discipline, but in fact a new approach to
achieve results that weren't possible 10 years ago thanks to advancements in technology.

Some will also tell you that it's in fact the fourth industrial revolution - but what does that mean?

The first industrial revolution saw Britain move from farming to factory production in the 19th
Century. The second spanned the period from the 1850s to World War I and began with the
introduction of steel, culminating in the early electrification of factories and the first spouts of
mass production. Finally, the third industrial revolution refers to the change from analogue,
mechanical, and electronic technology to digital technology that took place from the late 1950s
to the late 1970s.

The fourth, then, is the move towards digitisation. Industry 4.0 will use the Internet of Things
and cyber-physical systems such as sensors having the ability to collect data that can be used by
manufacturers and producers. Secondly, the advancements in big data and powerful analytics
means that systems can trawl through the huge sets of data and produce insights that can be acted
upon quickly. Thirdly, the communications infrastructure backing this up is secure enough to be
used by heavy industries.

Smart factories, which will be at the heart of Industry 4.0, will take on board information and
communication technology for an evolution in the supply chain and production line that brings a
much higher level of both automation and digitisation. It means machines using self-
optimisation, self-configuration and even artificial intelligence to complete complex tasks in
order to deliver vastly superior cost efficiencies and better quality goods or services.

Who started Industry 4.0?

A German government memo released way back in 2013 was one of the first times that 'Industrie
4.0' was mentioned. The high-tech strategy document outlined a plan to almost fully computerise
the manufacturing industry without the need for human involvement.

Angela Merkel, German chancellor, spoke glowingly of the concept in January 2015 at the
World Economic Forum in Davos, calling 'Industrie 4.0' the way that we "deal quickly with the
fusion of the online world and the world of industrial production."

To that end, the German government is investing some €200 million (around £146 million, $216
million, or AU$278 million) to encourage research across academia, business and government,
and Germany isn't the only country where advancements are taking place.

The United States has the Smart Manufacturing Leadership Coalition (SMLC), a non-profit
organisation made up of manufacturers, suppliers, technology firms, government agencies,
universities and laboratories that all have the common goal of advancing the way of thinking
behind Industry 4.0.

It is aiming to construct an open, smart manufacturing platform for industrial-networked information applications.
The hope is that it will eventually enable manufacturing firms of all sizes to gain easy and affordable access to
modelling and analytical technologies that can be customised to meet their needs.

How much is Industry 4.0 worth?

Anything attached to the Internet of Things or increased automation is worth a tidy sum and
Industry 4.0 is no different.

Recent figures from KPMG has estimated that the component markets of Industry 4.0 are
estimated to be worth more than US$4 trillion by 2020.

This is above the expected value of the Internet of Things (IoT) market, which Gartner has
estimated will be worth almost US$3.7 trillion by 2020.

Businesses everywhere are thought to be able to benefit from embracing Industry 4.0, with a
recent government report claiming that utilising this advanced technology could benefit the
nation's manufacturing sector by around £445 billion and create around 175,000 jobs,

Much of this is down to the thirst for higher productivity and cost reductions from using real-
time data. This can also be another area where technologies of the future, such as 5G, will have
an effect and make sure the "things" are buzzing away at optimum efficiency.
Industry 4.0: an industrial evolution, rather than a revolution
A quick history question: how many industrial revolutions have there been? Most of us will
recall school lessons imparting details of the shift from farming to industrial production.
However, since then there has been a second industrial revolution which introduced mass
production with the help of electric power, followed by the IT revolution that saw the advent of
electronics and technology to further automate production. And we now face the dawn of a
possible fourth industrial revolution as digitisation takes hold.

What makes digitisation so special? It opens up new ways to respond efficiently to customer
needs with methods that can fix problems (almost) automatically. How is this done? By
converging a specific set of new technologies and strategies, grounded in a customer-centric
approach.

Firstly, the development of the Internet of Things and cyber-physical systems such as sensors
and wearable technology has enabled machines, computers and even data itself to have an active
role in the manufacturing and production processes.

Secondly the development of big data and powerful analytics means that these systems can
process huge data sets and that information can be quickly translated to intelligent courses of
action.

Lastly the communications infrastructure on which these "conversations" rely has become so
secure that it can be trusted with business critical aspects such as production.

In typical fashion, this amalgamation of technology and business strategy has been given a shiny
new name: Industry 4.0.

The name is already going global. In Germany, Industry 4.0 includes an initiative that promotes
the computerisation of traditional industries such as manufacturing. In the United States, the
Smart Manufacturing Leadership Coalition (SMLC) is a non-profit organisation of
manufacturing practitioners, suppliers, and technology companies, along with manufacturing
consortia, universities, government agencies and laboratories with a similar objective.

Not just another label

From a business perspective, it is critical to understand that this is not a new technology or even
a new business discipline in itself. It is more an approach to enable results that were impossible a
decade ago. Companies do not ask specifically for "Industry 4.0 solutions", and the technology
industry should not want to create such a label. Rather there needs to be an Industry 4.0 approach
to solving customer demands as the new technology enables.

For example, let us suppose the "brief" is to increase the speed of business processes and to run
semi-autonomous processes that can produce more efficiently. Or to deliver customised or
specialist products in small quantities, without risking lost productivity and higher production
costs.
For either set of demands, it is easy enough to identify elements such as communication between
machines, the analysis of large volumes of data in order to optimise the processes and the need
for secure links between design and production. What is needed however is a holistic strategy to
pull all this together, with modern software applications able to span these connections and
deliver the data needed for analysis.

There are two notable pressures on the development of this software. Firstly, speed: the
timeframes for innovation are getting shorter. Consequently this software must be developed and
evolved faster than ever. Secondly, complexity: due to the increased automation and networking,
every process has far more moving parts. As a result the software must be flexible.

Not just another technology

From a business perspective there is also the need to recruit, retain and develop a specific set of
collaborative problem-solving skills. If Industry 4.0 is grounded in identifying customer
requirements and the issues they face, it becomes an inherently collaborative process to solve
those challenges. Sadly many of those skills are still very difficult to find.

Broadly speaking there are three categories of these challenges: market, business and technology.
Market challenges could include the entry of a new competitor or a new geography opening up.
Business challenges are typically more "internal" – a change to the business model, or threats
and opportunities presented by partners and suppliers. Challenges presented by technology itself
are simply a consideration of the benefits that can arise from better management of the digital
components of existing systems.

That management is dependent upon the solid, flexible integration of systems. A standards-based
framework that provides the technological foundation to build business processes and workflows
throughout and beyond the Smart Factory is critical. Likewise, the interface between people and
technology has to be quick, intuitive and reliable.

In addition, change management will be a vital part of Industry 4.0 success. As employees' areas
of responsibility change from the management of standard tasks to tracking automated processes
and detecting errors and fixing them, the ability of staff to solve complex problems will demand
substantial re-training.

These are challenging goals. Thankfully Industry 4.0 is less of a fourth revolution and more of an
evolution in many small steps that will truly change how manufacturing and industry does
business.

Plant Modernization
Posted on December 15, 2014 at 7:17 pm.

Written by Sean Pahlke

Successful plant modernization begins with a comprehensive study of the plant. Determining
what specific areas need upgrades may not be as easy as it seems. Each area of a manufacturing,
refurbishing, recycling,… treatment or fabrication plant can affect another area and thus an
overall assessment of the process flow is needed. Plant modernization can help a firm increase
their bottom line by adopting new technologies and or designs that increase efficiencies and
reduce operating and production costs. Firms of all sizes should consider current technologies to
remain competitive.

An effective plant modernization study will typically begin with a review of the overall system
and the supporting sub systems. Then the study will evolve to a focused and detailed analysis of
the primary areas of concern to find the most cost effective modifications and improvements for
the specific plant. The study must be thorough and complete. Plant modernization may be
required due to a change in the consumer’s preferences in a specific product, a company’s
reaction to a work related accident, downsizing or growth. Ongoing improvements are
unavoidable; it’s just a matter of how often they occur.

Plant modernization is a common business practice to allow firms to not only stay competitive,
but also grow. Perhaps an automaker has decided to double its production to flood the market
with a new car. Another example would be a water sterilization plant upgrading their plant and
equipment to also be a desalinization plant. In the cases above, these firms must invest a
significant amount of time, resources and capital to complete the plant modernization. Some
firms operate as professionals who provide consulting and services to other firms who need
upgrades in their plant design and equipment.

There are several areas of a manufacturing plant that may need attention when initiating a plant
modernization campaign. Does the control system need a software or hardware upgrade? Is the
machinery operating at 100% efficiency? Is there any damaged or outdated equipment that is a
drain on energy resources? Are there any safety issues with the production line and the
machinery that is currently in place? Plant modernization must address all areas that are
hindering performance in order to be successful.

After a comprehensive study has been conducted, the next step of a successful plant
modernization campaign would include a team of engineers to initiate the transition or
transformation. Software, electrical, mechanical and industrial engineers are some of the team
members one would expect to see on the staff responsible for initiating and finalizing the
upgrades.

Changes with the plant may be required from top to bottom to achieve the desired results.
Software and automated control systems run the production line equipment while heavy
machinery on the production line must operate efficiently. The employees of a recently upgraded
plant will also have to be retrained and in some cases, firms may need to increase or decrease
staffing. Plant mode

Reasons for the modernization of plants

1. The maintenance costs of a production plant will increase in the course of the service life of the plant!
2. The production quantity and quality will slowly (imperceptibly) decrease.
3. The modernization of plants is an economic alternative to the new construction of production facilities, in
particular at cost-intensive production locations and/or in low-margin markets.
 4. The basic substance of the production facility is excellent, at least in the mechanical section and of the
components and equipment.
5. Even partial modernizations, e.g. in the field of automation, will result in large-scale economic benefits.
6. Safety and environmental conditions will force the modernization despite grandfathering.
7. Facilities will be relocated (inside the plant or into other plants).
8. Plant parts, spare parts for maintenance cannot be procured any more (this is mostly the case in the field of
electrical systems and automation).

The feasibility study also includes: The plant modernization will always result in a value
increase of the production facility!

Repair vs. modernization of a production facility

The modernization of a plant is a sophisticated engineering and service task

 The modernization of a plant is more sophisticated than a new construction of a plant.

 All project steps are required as for a new construction of a plant, but within shorter time periods, when
using the existing substance, when considering all interfaces, with a high requirement for the quality of the
production start.
 The competence depth of the performing company must also be Comprehensive even in case of a partial
modernization.
 Engineering, manufacturing, delivery, installation, commissioning and optimization must be carried out
with an own team of engineers and field-experienced staff members.
 All technical competences must be available (mechanics, process engineering, electrical engineering,
automation).

MES is strongly positioned in all fields, so that you will be able to exploit all potentials of your
planned plant modernization through a professional planning.
Plant analysis - The basis for a decision for modernization:

The decision for a plant modernization (or also for a new facility) can only be made on the basis
of a profound knowledge and consideration of all technical facts, costs and future production
targets.

The plant analysis required for this purpose can only be prepared with a team of specialists
(process engineering, mechanical engineering, electrical engineering, automation).

The plant analysis will be carried out in two stages:

1. Collection of data and determination of requirements

 Assessment of the process engineering and technical situation of the plant

 Collection of data and assessment of the mechanical situation of the plant
 Collection of data and assessment of the electrical engineering situation of the plant
 Collection of data and assessment of the degree of automation and of the quality of automation
 Performance of a hazard analysis
 Definition of the modernization targets
 Definition of the modernization measures
 Analysis report

2. Cost determination and profitability calculation

 Decision on the partial steps of modernization

 Determination of costs
 Determination of the modernization periods
 Assessment of the economic efficiency
 Consideration of short-term and long-term production targets
 Consideration of alternatives, e.g. new construction of plant, second-hand plants, relocation
 Project recommendation

A comprehensive analysis of the plant will present transparency for you offering various
different options. You will get all facts to make a qualified decision. This will guarantee to you
the highest degree of security of investments.

Modernization & Rehabilitation

Modernizing an existing plant can be challenging. Our objective is to develop and implement the
best solution for you. The same level of commitment is shown on individual component
upgrades or complete plant rehabilitations. Rehabilitation is complex since the change of a single
component can affect the operation of the whole plant. Each component is inter-related in a
hydropower plant. Voith is your reliable and experienced partner for all modernization projects.
Our broad range of references and our successful longterm partnerships with our customers are a
proof of our excellence in rehabilitation.

Upgrading encompasses the replacement and improvements of components which have been the
cause of high maintenance and repair or for which failure is expected in the near future due to
aging. Upgrading also includes the installation of additional components or devices to improve
the total plant. Often, rehabilitation can improve the output and significantly increases the plant’s
profitability.

One of the best opportunities we have to increase our supply of clean energy is by bringing our hydropower systems
into the 21st Century. With this investment, we can create jobs, help our environment and give more renewable
power to our economy without building a single new dam.

Plant Modernisation

Drawing on the experience gained from over 160 years of designing, manufacturing, installing
and commissioning hydro turbines and associated control systems we truly excel when it comes
to plant modernisation.

Gilkes turbines have an unparalleled life span. However, at some point during the life of a hydro
scheme, there will undoubtedly come a time where plant modernisation will be required and
certain aspects will have to be replaced, refurbished or upgraded.

Gilkes have a great deal of experience of everything from single part replacement or upgrade to
fully rehabilitating whole hydro installations back to their optimum working levels.

Modernisation Services: Benefits:

 Site surveys & condition assessment  World class engineer services

 Control system upgrades & re-governing  Web interface support software

 Replacement turbine components  Accurate speed control

 Complete turbine replacement  Easy interface with other control devices

 Full plant refurbishment & optimisation  Load Sharing

 Project Management

 Installation & commissioning

Modernization and renewal
Most of the technologies installed in hydropower plants all over the world are
older than 30 years. This means the market for modernization, rehabilitation
and capacity increase of installed hydropower equipment is growing.

The modernization of existing hydropower plants allows an output increase of up to 30%. The
benefit for plant operators is that the investment needed for this increase in output is relatively
low, with pay-back periods often less than three years.

The Service and Rehab divison is specialized in optimization of existing operations and
maintenance of hydropower equipment. The division supports customers in reaching their goals -
maximization of enrgy procuction yield, increase of competitiveness and generation of
sustainable value.

ANDRITZ HYDRO provides tailor-made solutions, a wide range of products and spare parts, as
well as a large portfolio of services over the entire lifecycle of hydropower plants. A well-
developed service network ensures a fast and competent response to customer needs.

The service and modernization programs are designed to:

 Increase plant availability and reliability

 Boost power generation through optimal utilization of water resources
 Increase revenue opportunities from peak power generation
  Reduce risk of failures and unplanned outages
 Optimize plant value and prolong operating life

ANDRITZ HYDRO employee working on hydropower modernization

"Three phase approach" of the modernization process

As a result of the long-term operation of hydro-electric power plants (HEPPs) the reliability,
availability, hydraulic performance, and consequently the earnings are decreasing and the
operation and maintenance (O&M) costs are increasing. When specific components of HEPPs
are near the end of their service life, modernization of the entire plant becomes inevitable.

Modernization is a very complex issue, and the aging of the various plant components and
systems depends on evironmental and ambient conditions. Based on many yers of experience and
work, ANDRITZ HYDRO has developed a structured process for assessing and modernizing
HEPPs in the most economic way. This system approach ensures tailor made solutions which
guarantee the maximum benefit for the owners.

establishment of its new Digital Solutions division, which took place 1 April 2016.
 This new division is the perfect comple- ment to the proven set of hydropower prod- ucts,
services and integrated plant solutions that Voith Hydro offers. The combination of state-of the-art
automation innovation, and ser- vices that are rooted in deep expertise devel- oped over almost 150
years, will help our cus- tomers take advantage of the newly connected world, while at the same
time ensuring the safety and integrity of their hydropower plants.
This new edition of HyPower provides in- sight into exactly how this is being achieved. Enjoy
the read!