INTERVIEW: NESA MD Robert Timmers’ vision for SA’s wind future

Nordex Group, a global leader in wind turbine manufacturing, has appointed Robert Timmers (RT) as the new Managing Director of its South African subsidiary, Nordex Energy South Africa (NESA). In this interview, Timmers shares his vision for NESA, the challenges and opportunities in South Africa’s wind energy sector, and his plans to drive innovation and growth in the country’s renewable energy transition.

Q: Welcome back to South Africa! What inspired your return, and what excites you most about leading Nordex Energy South Africa at this critical stage of the country’s energy transition?

RT: South Africa has long been identified as an important growth market for Nordex. Despite recent public procurement challenges due to grid constraints and delays in new curtailment rules, the country’s vast wind resources and increasing demand for clean energy present significant opportunities. I am eager to leverage my global experience to strengthen our local operations and contribute to South Africa’s energy future.

Q: Having been part of the construction of Australia’s largest wind farm, what key insights from that experience do you plan to apply in South Africa’s evolving wind energy landscape?

RT: In Australia, we manage large-scale projects like the nearly 1 GW MacIntyre Wind Farm by implementing strategic partnerships and innovative technologies to enhance project efficiency. These experiences are highly relevant to South Africa, where improving infrastructure readiness, optimizing grid integration, and streamlining project execution are essential. Additionally, deploying advanced turbine technologies suitable for low-wind regions, similar to those used in Germany, can enhance project viability in areas like Mpumalanga.

Q: South Africa’s wind sector faces logistical constraints, including shortages of transport equipment, cranes, and skilled installation contractors. How is Nordex addressing these challenges to ensure efficient project execution?

RT: Proactive planning and investment are key to overcoming these challenges. Nordex is strengthening local supplier networks, collaborating with logistics partners to ensure equipment availability, and introducing modular construction approaches that reduce reliance on large-scale cranes. For instance, in our current Eastern Cape projects, we have integrated concrete-tower designs, establishing on-site manufacturing facilities that employ over 250 people, thereby reducing transportation needs and supporting local employment.

Q: You’ve emphasized the importance of site-specific tower designs, hybrid concrete technologies, and self-hoisting cranes. How do these innovations enhance project efficiency and cost-effectiveness in the South African market?

RT: Adapting tower designs to site-specific conditions allows for optimized energy yield and cost savings. Hybrid concrete towers provide additional stability while enabling local manufacturing, reducing import dependencies and creating local employment. Self-hoisting cranes are particularly valuable in South Africa, where there are logistical and equipment shortages, as they eliminate the need for large external cranes, making project execution and maintenance operations more flexible and cost-effective.

Q: With 631 MW of wind projects currently under construction and 1.1 GW already operational, what strategic priorities will guide Nordex’s expansion in South Africa?

RT: Our strategic priorities include:

1. Scaling up project execution capacity – Ensuring timely delivery of projects by addressing logistical bottlenecks and improving supply chain efficiencies.
2. Strengthening local partnerships – Collaborating closely with South African suppliers and contractors to support industry growth.
3. Enhancing technology adoption – Deploying next-generation Nordex turbines tailored for South African wind conditions.
4. Service Excellence – Working to ensure our operations and maintenance business delivers excellent performance and a stable base support for future projects/growth
   A significant milestone is our local manufacturing facility in the Eastern Cape, which plays a crucial role in reducing costs and improving supply chain resilience. By producing key turbine components locally, we reduce reliance on imports and contribute to job creation and industrial development in South Africa.
   Q: Skills development is key to the long-term sustainability of the sector. How is Nordex investing in local talent, and what new initiatives do you plan to introduce?
   RT: Developing a skilled workforce is a top priority for Nordex. We have established training programmes and apprenticeships aimed at equipping South Africans with the expertise required for wind energy projects.
   We have demonstrated a commitment to skills development and local talent enhancement through various programmes:
   Internship Programme: Launched in November 2023, this programme aims to build a skilled pipeline of technicians in the wind sector, which is crucial for the industry’s growth in South Africa.
   Global Training Opportunities: In June 2022, Nordex sent a team of local construction operations staff to Spain for training on updated wind turbine technology. This initiative was designed to prepare the team for the anticipated expansion of South Africa’s wind energy sector.
   Additionally, we have local in-house training capabilities with globally accredited employees supporting in building up internal skills in project and service execution.
   These efforts reflect Nordex Energy South Africa’s dedication to enhancing local expertise and supporting the country’s renewable energy objectives.

Q: As global wind projects grow in scale and complexity, how should South Africa adapt to remain competitive, and what policy or industry shifts would help accelerate wind energy deployment?

RT: To remain competitive, South Africa must:

1. Streamline regulatory processes – Reducing project approval timelines to ensure faster deployment of wind farms.
2. Expand grid infrastructure – Strengthening transmission networks to accommodate increased renewable capacity.
3. Promote private-sector involvement – Both in grid infrastructure investment and encouraging corporate power purchase agreements (PPAs) enabling independent power producers to drive investment in the sector.
4. Enhance local manufacturing – Implementing policies that support local production of wind components, creating jobs and reducing reliance on imports.
   Germany’s wind sector provides a strong example of how strategic grid planning, long-term policy stability, and local manufacturing incentives can create a globally competitive renewable energy industry.
   Q: Looking ahead, what are your immediate priorities as Managing Director, and what long-term vision do you have for Nordex’s role in South Africa’s renewable energy future?
   RT: In the short term, my focus is on:
   • Strengthening project execution capabilities.
   • Ensuring O&M / service excellence
   • Expanding skills development initiatives.