Published July 2021 by Hydrogen Europe
Key Recommendations
1. Create a distinct hydrogen GO, separate from electricity and gas.
2. Encourage the use of GOs in addition to PPAs to prove the renewable character and CO2 intensity of the electricity procured for the production of renewable hydrogen.
3. Initiate the development of a global system for Hydrogen Guarantees of Origin (HGOs), with track-and-trace and auditing functionality.
4. Set clear ground rules that avoid false or misleading claims. Enable the cancellation of H2 GOs, and the issuance of a natural gas GO when physical volumes are blended.
Hydrogen has seen unprecedented momentum and is fast becoming a systemic element in the EU’s transition towards a climate-neutral society in 2050. It will become the other leg of the energy transition – alongside renewable electricity – by replacing unabated fossil fuels and ensuring greater systemic synergies. Clean hydrogen[1] is not the backdoor to the continued use of unabated fossil fuels, nor is it the trojan horse of the natural gas industry greenwashing its way towards competitive markets.
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Published June 2021 by Hydrogen Europe
Key recommendations:
Hydrogen Europe supports the EU’s objective to achieve climate neutrality. We advocate for hydrogen as an enabler of a carbon neutral society. The production of renewable hydrogen contributes to decouple the deployment of renewable energy from grid bottlenecks unlocking the full potential of renewable energy to replace fossil energy carriers in all sectors of our economy. Furthermore, hydrogen enables the integration of ever-growing amounts of renewable energy into “hard to abate” sectors such as steel, chemicals, and transport, including refineries, maritime and aviation.
From the outset, it is important to state that we strongly believe that the revised Renewable Energy Directive (RED) should be more ambitious in contributing to climate targets and accelerating the transition to a more integrated system with hydrogen being a key part of this effort. The existing renewable energy target for 2030 should be revised upwards in line with the new ambition of the 2030 target plan to facilitate faster decarbonisation and the growth of renewable energy. An increase in this target is also an important driver for much needed additional renewable electricity into the system.
Hydrogen Europe does not challenge the direct use of renewable electricity where most efficient. Hydrogen Europe considers that all new electricity demand should be met with new renewable generation. This remains valid for electrolysers and the subsequent electricity demand these generate. Hydrogen production helps accommodate growing shares of renewables, unleashing their potential and enabling the decarbonisation of those sectors where direct electrification is not an option.
We fully recognise the importance and support the principle of additionality, namely the idea that additional renewable electricity consumption must always be covered by additional renewable capacity. Hydrogen Europe has expressed concerns regarding the practical implementation of additionality principle criteria not the principle itself. Furthermore, given the lack of clarity, we raise concern over the possible extension of these criteria to other sectors (beyond the scope of the RED), the subsequent impact on the deployment of renewable hydrogen, meeting the targets set by the EU Hydrogen strategy and ultimately the long-term EU climate objectives.
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Published April 2021 by Hydrogen Europe
Written by Paul Jenné & Mark Pecqueur.
Preface by Jorgo Chatzimarkakis – Secretary-General Hydrogen Europe
Preface by Bart Biebuyck, Executive-Director of the FCH JU (Fuel Cells and Hydrogen Joint Undertaking)
Introduction
The idea of writing a book on hydrogen and fuel cells did not cross my mind when, in 2004, these very words caught my professional attention for the first time in the business I have been employed in my entire life.
Now, more than 15 years later, I feel the urge to share a piece of history and tell my story, from idea to vision and from vision to reality, enough to firmly believe that we can collectively change the world, at least a little bit.
This notion of making the world a better place was new to me. I never expected or experienced greater motivation when it came to pursuing sales and business objectives beyond and alongside the call of duty. Now that I have reached a sacred old age, I understand what we want our children and grandchildren to enjoy and share. And suddenly, the opportunity arises, giving me the chance to do something with the authority I received at the end of a long career.
I am acting from my own experience as a market development manager in a Flemish family business with an international scope, Van Hool in Lier. The family bond and the international scope have encouraged me to start and maintain my professional life, leaving no doubt that this long period has impacted my world view. Fortunately, there is nothing wrong with that.
The family context has offered the company the opportunity to maintain its fundamental values. It has allowed us to develop a business vision in line with those values, without necessarily being guided by market analysis, strict business plans or shareholder return policies. The decisions taken were the outcome of a growing awareness that the way forward was the right one, given the challenges of today and the world in which we want future generations to live. This attitude has always been part of the founder’s motive (‘The Way is Ahead’), fuelled by values such as the need for continuous innovation and progress (stagnation is losing ground), the firm belief in our combined abilities and a fair degree of Flemish stubbornness and pride.
We cannot continue to pollute the air and exhaust the land as we have done in recent decades. We can do something about it – right here, right now – on our own territory, in the spirit of the saying, ‘let everyone sweep in front of their own door, and the whole world will be clean’.
Such drivers have proven powerful enough to lead to action, but not without acknowledging that the word ‘new’ has a limited expiration date if it is designed to meet rapidly changing market conditions within an internationally competitive framework. Whether the products relate to all low-floor buses, modern trolleybuses, hybrids or even hydrogen buses, all developments were primarily instigated by the belief that it had to be done.
Even if part of the company’s culture was and always has been to initiate and sustain change, the driving force was a common, undocumented but genuine understanding that we were moulding the future, and in doing so, serving the company as well as its employees. It is safe to say that the implementation of ever-higher levels of technology was built on the company’s financial strength, and largely in a step-by-step process, with both feet firmly on the ground. You must put your money where your mouth is.
Read the full book publication here
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