Danish Strategy for Hydrogen and Fuel Cells - HY-CO Home

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The present report was produced by the Strategy Group assisted by the chairmen of the mentioned working groups and other experts. A workshop was held in January 2005 on the subject of strategy vision, content and implementation, and a number of interested parties have commented on the draft for the final strategy. Individual strategies have been formulated for various technological areas to be seen as an integral part of the final strategy. This applies to the strategy for the development of fuel cell technology and the strategy for R&D of liquid biofuel production. The prioritisation of the Danish contribution was based on the criterion that the initiatives should have a commercial potential beyond the domestic market and that the initiatives should be based on existing Danish competencies. The overall and long-term aim of the hydrogen strategy is to ensure that Denmark is at the forefront of the development and demonstration of effective and competitive technologies and systems that integrate hydrogen – primarily based on renewable energy sources – as an energy carrier in a clean, effective and reliable energy supply. On this basis, the strategy suggests that priority be given to a number of hydrogen technology R&D areas. These areas include production technologies (small reformers, fuel cell-based electrolysis, etc.), storage technologies (storage in solid form, light pressure containers, etc.), use in power plants, transportation (specialised vehicles and infrastructure) and portable equipment (small emergency energy supply units, etc.). The strategy also proposes R&D within system and socio-economic analyses as well as analyses of safety, standards and environment. Denmark’s ability to compete internationally in the field of hydrogen technology depends on the one hand on initiatives in specific areas and on the other on Denmark’s ability to identify new global needs and develop the necessary solutions to complex problems. The fact that Denmark is used to thinking in terms of all-inclusive solutions including social aspects, technological development, design and new markets should be used to Denmark’s advantage. In addition, Denmark should pursue international collaboration to develop relevant knowledge that is otherwise difficult to acquire by Danish players on their own. It is prudent to act now if Denmark is to play a prominent role in the future global hydrogen and fuel cell technology market. The initiatives should support a desirable socio-economic development in which Danish business enterprises cement and expand their competencies and competitive position on the international hydrogen technology market. This large and complex task requires strong partnerships and a co-operative environment involving the private sector, public authorities and research and educational institutions as well as regional development environments in which 5
competencies can be coordinated and consistent technological solutions be developed and demonstrated. In view of the above, the strategy involves the following recommendations: • to promote the development of core competencies in fields where Denmark has distinct skills and strengths and that present a commercial potential in the global market; • to prioritise international collaboration in fields where Denmark has specific competencies and to import and promote relevant knowledge that is difficult to acquire by Danish players alone; • to organise long-term and flexible Danish research, development and demonstration initiatives within hydrogen and fuel cell technology that can be applied on a continuous basis in an international context • to establish an organisational framework ensuring a strong link between the leading technology researchers and developers, the parties responsible for funding, the business community, the education system and society in general making certain that the strategy is backed up by action; The organisational structure builds on the existing organisational framework in the fuel cell technology field. The organisation consists of sponsors, a secretariat, an international forum, a hydrogen and fuel cell platform and a number of demonstration and development environments. In order to make significant progress in the hydrogen and fuel cell technology field, as suggested by the strategy, it is estimated that the public will have to spend DKK 1.5–2.0 billion on R&D and demonstration over a 10-year period. It is also envisaged that most of the funding will be allocated to the fuel cell technology area, which has an immediate and growing need for funds for demonstration. The estimate is merely an estimate of costs based on the proposals that resulted from the consultation of a number of players. The view is that there is no need for a special new hydrogen programme and that the investments can be channelled through existing R&D programmes and funds. 6
Page 2 and 3: Preface In January 2004, the Danish
Page 4 and 5: Abbreviations AKF DTU EFP R&D GW H
Page 8 and 9: 1. Introduction Across the globe, m
Page 10 and 11: 2. Goals and Means The overall and
Page 12 and 13: other uses. Wind power based electr
Page 14 and 15: distribution is concerned, the exis
Page 16 and 17: Table 2. Visions for the developmen
Page 18 and 19: 4. International Perspective The de
Page 20 and 21: International co-operation forums w
Page 22 and 23: 5. Danish Focus on Hydrogen Technol
Page 24 and 25: 6. Implementation Effective technol
Page 26 and 27: Organisational framework The strate
Page 28 and 29: • to establish and maintain the g
Page 30 and 31: • the level of activity described
Page 32 and 33: Ole Bilde, Consultant, Elkraft Syst

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