Reference Customer | Case Study

WindMW manages the operation of an offshore wind farm with a single software platform: from maintenance to ISO management

We do everything with GS-Service

Interview with Andreas Küchler, WindMW Service GmbH

Offshore wind farms are among the most complex technical infrastructures in Europe. Every deployment must be planned under high time pressure, weather windows are tight, and safety requirements are uncompromising. At the Meerwind Süd | Ost offshore wind farm, approximately 23 kilometers north of Helgoland, WindMW Service GmbH coordinates the operation of 80 wind turbines with an installed capacity of 288 megawatts. The company consistently relies on a single software platform: GS-Service from GreenGate. The software suite is used by approximately 100 employees.

What was originally introduced as a classic maintenance system has evolved over ten years into the digital backbone of the company. All operational processes run through the GreenGate solution. Andreas Küchler, an aerospace engineer responsible for GS-Service, process management, document management, and ISO certifications at WindMW Service GmbH, describes the journey—and explains why integrated processes in the offshore business are far more than just an efficiency issue.

Mr. Küchler, when you say today, “We do everything with GS-Service,” it sounds like a clear strategy. Was that your goal from the beginning?

Not really. When I joined WindMW, the company itself was still young. The offshore wind farm had only been in operation for a few months, and GS-Service had already been introduced but was primarily used as a filing system. Information was available, but actual work processes were hardly managed through it. Tasks contained neither defined activities nor documented results, defects were only tracked to a limited extent in GS, and many of the software’s capabilities remained unused. It quickly became clear to me that operations management software only delivers value when it actually supports daily work. That’s where our real work began.

What challenges did this development phase bring?

We first had to create a common understanding of processes. In a newly established offshore organization, engineers, service technicians, logistics experts, and administrative staff with very different professional backgrounds come together. Everyone brings proven working methods from previous companies. On one hand, this is a great strength; on the other, it creates different ideas about how processes should be organized. This became particularly evident in work preparation. Some initially viewed it as an unnecessary intermediate step. Others wanted to limit documentation to the bare minimum because they understandably focused on the technical work in the wind farm. But offshore only works reliably when planning, materials, personnel, and documentation mesh seamlessly. The key was to establish common standards and consistently map them in the system.

Profile – WindMW Service GmbH

WindMW Service GmbH operates and maintains the Meerwind Süd | Ost offshore wind farm in the German North Sea. The wind farm is located approximately 23 kilometers north of Helgoland and has 80 wind turbines with a total installed capacity of 288 megawatts. Today, approximately 100 employees use GS-Service as the central platform for technical operations management. Among other things, the system manages around 191,000 technical objects, 133,000 work orders, 225,000 documents, 19,000 material master data records, and over 43,000 inventory movements. In addition to maintenance, the software supports Permit to Work, people tracking, materials management, qualification management, document management, and integrated management systems according to ISO 9001, 14001, 45001, and 27001.

How did you implement this transformation in practice?

Step by step. Over several years, we analyzed, documented, and implemented all core processes in GS-Service. At the same time, we developed a comprehensive training concept. This was necessary because we continuously onboarded new employees. Especially in offshore operations with 14/14 shift models at the Helgoland base station, knowledge transfer is a critical success factor. Processes cannot depend on the experiential knowledge of individual people. Today, workflows, responsibilities, and procedural instructions are centrally documented and traceable for everyone. GS-Service has thus become both an operations management and knowledge management system.

How comprehensively is the platform used today?

We do everything with GS-Service. Of course, GS-Service maps our maintenance processes—that was the original approach. However, we now manage nearly all operational and administrative core processes through it.

This includes wind farm monitoring, maintenance planning and execution, materials management, internal logistics, personnel development, test equipment and tool management, personal protective equipment administration, facility management, and our management systems for quality, environment, occupational safety, and information security. Our approach is deliberate: one integrated platform rather than multiple separate specialized solutions.

The numbers behind GS-Service are now considerable. What scale has the system reached?

A very extensive database has developed over the past ten years. Today we manage around 225,000 documents in GS-Service, approximately 191,000 technical objects, more than 133,000 tasks, 19,000 material master data records, and over 43,000 inventory transactions. Even more important than these numbers is their daily use. Approximately 100 employees now work with the system—from the control room, engineering, work preparation, warehouse staff, and maintenance technicians to administration in Bremerhaven. Even the operation of our own hotel uses GS. GS-Service is therefore no longer just maintenance software but the central information and process platform of our company.

Some Numbers at a Glance

Documents

Technical Assets

Tasks

Material Master Data

GS-Service is therefore no longer just maintenance software but the central information and process platform of our company.

That’s why so many companies trust us.

Offshore wind farms are considered particularly demanding logistically and technically. What role does GS-Service play in daily operations?

A very central one. Our wind farm is located more than 100 kilometers off the German North Sea coast. Every deployment must be carefully prepared: weather development, vessel availability, materials, personnel, qualifications, and safety clearances must align precisely.

Then there’s the economic dimension. Meerwind Süd | Ost represents an investment volume of around 1.5 billion euros. Everything must be perfect, and that only works with IT support. In certain situations, especially weather-related, we use helicopters instead of our crew transfer vessel to transport technicians to the wind farm, and that must be calculated precisely at costs of around 160 euros per flight minute. It’s all the more important that all information is current and decisions can be made on a reliable data basis. That’s exactly what we use GS-Service for.

Safety requirements in offshore wind farms are exceptionally high. What significance does GS-Service have for safe deployment planning?

Offshore, there is no routine in the classic sense. Every work deployment is an independent project that must be carefully prepared. Before a technician enters a wind turbine, all prerequisites must be met—from the necessary qualifications to material availability to required clearances. GS-Service digitally maps this entire process. Planned maintenance, fault reports, or inspections first generate work orders. Personnel, materials, and schedules are then coordinated. Only when all prerequisites are met does the actual work clearance occur.

The Permit-to-Work system is a central component. In what way?

The Permit to Work is the formal basis for every safety-relevant activity in the wind farm. It clearly documents who may perform which work with which qualifications, which system components are isolated or locked out, and which protective measures must be observed. The work clearances in GreenGate are directly based on planned orders and contain all safety-relevant information. They simultaneously form the basis for the daily safety briefing of deployment teams. This not only increases workplace safety but also ensures that all parties work with identical information.

Another safety-relevant process is people tracking. What function does it serve?

People tracking creates transparency about all persons in the wind farm. We record not only our own employees but also external service providers, manufacturers, or experts. As soon as people leave vessels or board again, this information is transmitted to our control room and processed in the system. This way, we know at all times which people are on which wind turbine, on a vessel, or at the substation.

In addition to safety, employee qualifications also play a crucial role. How do you organize this area?

Offshore technicians need far more than their technical training. Numerous mandatory safety, rescue, and health training courses are required, and their validity must be regularly verified.

These include Working at Heights, Sea Survival, Medical Fitness, Fire Awareness, First Aid, or high-voltage qualifications. Today we manage around 200 different qualifications in GS-Service. Individual employees hold up to 80 valid certifications, each with different validity periods.

How does GS-Service support this qualification management?

The software handles a large part of the administrative control. Expiring qualifications are automatically monitored. Employees and managers receive early reminders so that necessary training can be scheduled in time: first 3 months before expiration, then again 14 days in advance.

How do technical events become concrete work orders?

In offshore operations, there are different triggers for this. Planned maintenance intervals are part of it, as are condition assessments, control room reports, or so-called events—that is, technical anomalies or defects during plant operation. New events are immediately assigned to the corresponding plants or assemblies and are then available for further processing. This clear assignment is particularly important. A single wind turbine comprises around 1,800 technical objects.

What role does work order management play?

It connects planning, execution, and documentation into a continuous process. A work order today encompasses far more than the actual technical activity. It contains information about required materials, personnel, safety measures, working hours, and subsequent feedback. Through GS-TaskRanking, tasks are additionally prioritized automatically, so it’s always visible which measures have the greatest need for action. This is crucial offshore. Weather windows can open or close at short notice, vessels are available only to a limited extent, and materials often must be ordered weeks in advance. Flexible prioritization enables quick responses to such changes without losing sight of overall planning.

And the documentation of work?

It’s far more than a formal obligation. This applies to all activities, including those of our external service providers who maintain the 80 wind turbines under maintenance contracts and must ensure their technical availability. Our own technicians primarily take care of the substation, the switchgear with park network, the foundations of the wind turbines, central warehousing at the Helgoland base station, and the management of the company-owned hotel on Helgoland.

Offshore, the right spare part often determines the entire deployment. What special requirements does an offshore wind farm place on warehouse management?

Unlike an industrial site on land, missing spare parts cannot be procured at short notice. Every trip to the wind farm must be prepared long-term, weather windows are limited, and transport capacities are scarce.

Therefore, a successful offshore deployment often begins weeks before the actual maintenance measure. Materials must be ordered, inspected, picked, and made available on Helgoland in time. Only when all components are available can an order be executed efficiently. GS-Service supports this entire process—from procurement through warehousing to material feedback after work completion.

How is your warehouse management organized today?

We work with a fully digital warehouse structure via GreenGate’s warehouse app. Every item has a defined storage location and is uniquely identifiable by barcode. This allows us to trace at any time where a spare part is located, in what quantity it’s available, and for which order it’s intended. Today we manage around 19,000 material master data records and have already documented more than 43,000 inventory movements. All goods receipts, transfers, and material withdrawals are digitally recorded. Materials management is directly linked to work preparation. As soon as an order is planned, GS-Service automatically checks whether the required components are available or must be procured in time. Especially with delivery times of five to six weeks, this forward-looking planning creates a significant operational advantage.

How do digital processes support daily warehouse work?

Today all warehouse processes are mobile. Employees scan goods receipts, material withdrawals, or transfers directly via smartphone or tablet. This makes inventory changes immediately available to all parties. Additionally, we work with defined minimum, reorder, and maximum stock levels. If an item falls below the defined reorder level, the system recognizes the need early and supports procurement in reordering. Another important component is picking. For every offshore deployment, all required materials are assembled in advance. Teams find their fully prepared material packages at their specific storage location and can start deployment without additional search time.

We do everything with GS-Service. Of course, GS-Service maps our maintenance processes—that was the original approach. However, we now manage nearly all operational and administrative core processes through it.
This includes wind farm monitoring, maintenance planning and execution, materials management, internal logistics, personnel development, test equipment and tool management, personal protective equipment administration, facility management, and our management systems for quality, environment, occupational safety, and information security. Our approach is deliberate: one integrated platform rather than multiple separate specialized solutions.

Andreas Küchler, WindMW Service GmbH

Faster Deployment with GreenGate Blueprints

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However, you manage far more than classic spare parts.

Exactly. Our warehouse also includes practically all operating resources needed for safe wind farm operation. This includes personal protective equipment, tools, measuring and testing equipment, lifting gear, radios, IT hardware, and camera technology. These operating resources are also managed via GS-Service, including their locations, loans, and inspection deadlines.

Especially for personal protective equipment or safety-relevant tools, complete documentation is essential. The system automatically reminds us of due inspections and helps us use only approved work equipment.

Inventory was also digitized. What experiences have you had with that?

The difference is significant. Previously, inventory meant high manual effort. Today we work with GS-Web and mobile devices. All warehouse items are labeled with barcodes and can be scanned directly on-site. Additionally, we have photographically documented nearly all items. If a barcode is ever difficult to access or damaged, the correct material can still be clearly identified.

GS-Service now also supports quality, environmental, occupational, and information security management at WindMW. How did that come about?

The impetus came with our ISO certifications. When we built our integrated management system, we deliberately did not want to create an additional documentation silo. Instead, it made sense to consistently develop the existing platform further. Today we not only map the requirements of ISO 9001, ISO 14001, ISO 45001, and ISO 27001 through it. Process descriptions, responsibilities, risks, measures, audit results, and improvement suggestions are also centrally managed.

The great advantage is that the management system and operational processes are directly connected. Measures from audits, for example, are directly created as tasks—continuous improvement in action.

What role does document management play?

A significant one—we are a critical infrastructure company. By now, around 225,000 documents are in GS-Service—from technical documents to manufacturer documentation and test reports to process descriptions, operating instructions, and audit records.

What matters is less the number of documents than their intelligent linking with plants, tasks, or processes. Employees don’t need to know which folder contains information. They find it directly in the relevant work context.

You have developed GS-Service far beyond classic maintenance. Why do you deliberately pursue the approach of an integrated platform instead of the coexistence of multiple isolated solutions?

From our perspective, the greatest value comes not from as many individual solutions as possible but from continuous processes. Of course, there is specialized software that maps individual tasks particularly deeply. At the same time, every additional system means new interfaces, redundant data storage, and greater coordination effort in IT.

What role does GreenGate play as a software partner in this development?

A very collaborative one. What convinced us from the beginning is the combination of powerful standard software and the ability to adapt it to our requirements without leaving the standard.

We were able to configure many extensions ourselves or implement them with built-in tools. For more complex requirements, the GreenGate staff supported us. This allowed us to actually implement new processes. When we develop macros ourselves, such as business travel management or the Winda-GWO interface, but get stuck, the GreenGate team takes over. Excellent. For us, this is a significant difference from many large software vendors, where individual requirements are often only considered after long development cycles.

What topics are the focus in the coming years?

One priority is stronger mobile use. Warehouse processes, inventories, or material postings should in future be completed as fully as possible via Android devices.

Furthermore, we want to integrate external service providers even more closely into our digital processes. With solutions like GS-Works, work orders can in future be processed completely IT-supported—from order acceptance through feedback to digital signature.

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