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The Future of Hydrogen Chapter 6: Policies to boost momentum in key value chains European Neighbourhood Instrument, which has a budget of over EUR 15 billion for 2014 to 2020. The Africa–EU Energy Partnership’s energy security objectives include doubling electricity interconnections and African gas exports to EU by 2020 compared to 2010. The European Union already imports around 12–14% of its gas demand from North Africa (mainly Algeria), although it is not yet clear whether these pipelines could be repurposed cost- effectively to carry hydrogen at shares above a few per cent. Near-term policy priorities Targets and long-term policy signals. Alignment of countries’ national hydrogen strategies and roadmaps via bilateral and multilateral partnerships would help the management of risks at both ends of the value chain. Demand creation. Imported hydrogen can be used in many sectors, but end users will only switch to hydrogen, or hydrogen-based products, if it is cost-effective to do so. Governments could help make hydrogen cost-effective in target sectors by using portfolio standards, mandates, performance standards, tax exemptions and CO2 pricing. Exporting countries could stimulate early exports by providing time-limited support to buyers. Infrastructure costs might be minimised by tendering programmes with international support. Reaching sufficient demand to justify investment in import and export terminals, and hydrogen supplies, might similarly be best achieved through international co-operation. Investment risk mitigation. The first commercial-scale hydrogen export and import infrastructure projects will represent sizeable investments and may benefit from being structured as public–private partnerships with some direct public investment and multi-stage competitions to award contracts. In some cases, risks might best be managed by taking a modular approach and starting with funding smaller projects that reassure financers, although this might well not be effective for infrastructure such as tankers and storage facilities. Subsequent projects should benefit significantly from the exchange of learning and knowledge from the first projects, insofar as these need not be commercially confidential. It would be very helpful for risk management to have early clarity from governments on the question of tariffs, and to have clear permitting processes in place for hydrogen imports, especially for large, capital-intensive infrastructure projects in first-of-a-kind industries. R&D, strategic demonstration projects and knowledge sharing. Uncertainty remains about the most effective type of carrier for shipping hydrogen, with much scope for thorough investigation of the options and improvement of efficiency and capital costs. Liquefaction efficiency, boil-off management, scalability and the efficiency of the cooling cycle require improvement. Strategic demonstration projects could target the scale-up of liquefaction and regasification facilities for hydrogen directly or in the form of ammonia. Harmonising standards, removing barriers. International standardisation will be crucial in this value chain, including for “guarantees of origin”,61 hydrogen purity, the design of liquefaction/conversion and regasification/reconversion facilities, and for equipment specifications. Some IMO regulations may need to be revised and new ones established. 61 This is described in Table 12. Note: for hydrogen produced with CCUS leading to permanent CO2 storage or equivalent, a simple approach could be to multiply the hydrogen output by the CO2 capture rate to calculate a quantity certified “low-carbon” hydrogen. The rest of the hydrogen would be uncertified (i.e. having the CO2 intensity of unabated fossil hydrogen). PAGE | 192 IEA. All rights reserved.PDF Image | The Future of Hydrogen 2019
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