Periodic Reporting for period 2 - OYSTER (Offshore hydrogen from shoreside wind turbine integrated electrolyser)
Okres sprawozdawczy: 2022-07-01 do 2023-12-31
The OYSTER project brings together organisations across Europe with the aim of demonstrating an electrolyser suitable for integration with offshore wind turbines. The project will develop and test a MW-scale fully marinized electrolyser in a shoreside pilot trial, the findings of which will inform studies for full-scale systems that will include innovations to reduce costs while improving efficiency. The end goal is to produce a marinized electrolyser that can be integrated with offshore wind turbines to produce 100% renewable, low-cost hydrogen while facilitating increased roll-out of offshore wind. By combining technical developments, a shoreside test of a pilot plant with detailed studies and business case assessment for deployment at scale, this project will provide a solid foundation for implementation of the solution.
This ambition can be broken down into several strategic objectives, which are detailed below:
• Develop an electrolyser system capable of operating in an offshore environment
• Demonstrate that the marinized electrolyser can meet / exceed 2024 targets set out in the FCH JU / CH2 JU MAWP
• Develop a comprehensive test programme for validating the performance of the system in a pilot trial, certifying the electrolyser for offshore operation
• Deploy and test a megawatt-scale electrolyser designed for marine environments for 18 months covering all seasons
• Complete a design exercise of an integrated offshore wind turbine-electrolysis module, drawing on the lessons from the pilot trial and insights from expert partners in the offshore oil and gas sector
• Undertake a pre-FEED study for a specific offshore wind site, linked to an existing industrial hydrogen customer
• Formulate business cases for further deployment of large-scale electrolysis systems in offshore environments
• Disseminate project results to a targeted audience of policy makers, industry participants, and potential end users of renewable hydrogen across Europe
This ambition can be broken down into several strategic objectives, which are detailed below:
• Develop an electrolyser system capable of operating in an offshore environment
• Demonstrate that the marinized electrolyser can meet / exceed 2024 targets set out in the FCH JU / CH2 JU MAWP
• Develop a comprehensive test programme for validating the performance of the system in a pilot trial, certifying the electrolyser for offshore operation
• Deploy and test a megawatt-scale electrolyser designed for marine environments for 18 months covering all seasons
• Complete a design exercise of an integrated offshore wind turbine-electrolysis module, drawing on the lessons from the pilot trial and insights from expert partners in the offshore oil and gas sector
• Undertake a pre-FEED study for a specific offshore wind site, linked to an existing industrial hydrogen customer
• Formulate business cases for further deployment of large-scale electrolysis systems in offshore environments
• Disseminate project results to a targeted audience of policy makers, industry participants, and potential end users of renewable hydrogen across Europe
• Building off work in Period 1 that identified the requirements for marinization, work began in this period on the system design of the electrolyser (WP1):
o SGRE modelled multiple power supply scenarios based on conditions in the marine environment, which were summarized in timeseries analyses in D1.2 (System modelling to be used for simulation of direct connected power electronics), providing valuable input to the system’s design and manufacturing. A standardized equipment list was developed after a review by Stiesdal of D1.1 and D1.2.
o Ørsted developed detailed plans for the electrolyser’s water treatment system and has initiated discussions with Alfa Laval , a possible component contractor.
• During this period, component procurement began for the build and testing (WP2) work package:
o Ørsted led procurement discussions with Alfa Laval, and an offer has been provided for these units that can be used for a future purchase order.
o Ørsted has engaged with several other suppliers for on-site component and services procurement, including standard tank containers. A full-scale tender for the 21kv power supply system has concluded and is under assessment by Ørsted.
• Preparations for the planning and permitting for the electrolyser trial (WP3) progressed with a workshop including Ørsted and Stiesdal in August 2023. An envelope approach to permitting was adopted for a possible Oyster demonstration site in the Netherlands. Information concerning civil and electrical engineering, safety, and environment was assembled and submitted during the period. Due to recent changes the project’s scope, these efforts have been put on hold pending next steps in the project.
• First draft deliverables were prepared on Offshore electrolyser design and deployment planning (WP4):
o The layout for the offshore wind farm (D4.1) was prepared and found the it most ideal to place the electrolyser within the wind turbine, allowing for hydrogen to be exported to shore under the pressure of the electrolyser’s output to an onshore compressor. Water treatment would also be done on the wind turbine close to the electrolyser. Pending project rescoping, this deliverable has not yet been submitted but has been circulated to partners for reference and review.
o A preliminary version of D4.2 (Schematic design of electrolyser wind turbine configurations) was submitted during the period that includes the material constraints of the wind turbines and methodology for piping hydrogen.
• A work plan for WP5 tasks was developed between Ørsted and ERM during the period and Ørsted presented its Power-to-X roadmap.
• All processes around communication (WP6) and coordination (WP7) tasks have progressed throughout period 2:
o Initial dissemination and exploitation plans developed in P1 have been monitored and updated throughout period 2 to reflect changes in project scope. A public dissemination pack (D6.3) was finalised and submitted.
o Measures have been maintained to ensure open communication between all project partners, including a teleconference every six weeks, two general assembly meetings per year, and regular updates to project documents including the risk register and progress reports.
• Two amendments have been undertaken during this period. The first was the addition of Stiesdal to the project and subsequent rescope of tasks between partners following the departure of ITM Power. A second amendment reflected the acquisition and business transfer of Element Energy to the Environmental Resources Management (ERM).
As a result of broader strategic considerations, including internal restructuring and reprioritisation, Ørsted has made the decision to divest from innovation projects. Ørsted has thoroughly assessed the Oyster project opportunity and has concluded that the project is not in line with the strategic considerations of Ørsted. Therefore, it has been decided to not further engage in the project and step out of the consortium. The decision of Ørsted to withdraw from the project has formed after long and careful assessment of the specific opportunity. The next steps are still being determined by the Consortium members and ERM is in regular contact with SGRE, Stiesdal, and the Project Officer.
The key next steps for the project are:
• Assess the next steps for the project given the departure of Ørsted from the project.
• Initiate an amendment reflecting the course agreed to by the Consortium.
o SGRE modelled multiple power supply scenarios based on conditions in the marine environment, which were summarized in timeseries analyses in D1.2 (System modelling to be used for simulation of direct connected power electronics), providing valuable input to the system’s design and manufacturing. A standardized equipment list was developed after a review by Stiesdal of D1.1 and D1.2.
o Ørsted developed detailed plans for the electrolyser’s water treatment system and has initiated discussions with Alfa Laval , a possible component contractor.
• During this period, component procurement began for the build and testing (WP2) work package:
o Ørsted led procurement discussions with Alfa Laval, and an offer has been provided for these units that can be used for a future purchase order.
o Ørsted has engaged with several other suppliers for on-site component and services procurement, including standard tank containers. A full-scale tender for the 21kv power supply system has concluded and is under assessment by Ørsted.
• Preparations for the planning and permitting for the electrolyser trial (WP3) progressed with a workshop including Ørsted and Stiesdal in August 2023. An envelope approach to permitting was adopted for a possible Oyster demonstration site in the Netherlands. Information concerning civil and electrical engineering, safety, and environment was assembled and submitted during the period. Due to recent changes the project’s scope, these efforts have been put on hold pending next steps in the project.
• First draft deliverables were prepared on Offshore electrolyser design and deployment planning (WP4):
o The layout for the offshore wind farm (D4.1) was prepared and found the it most ideal to place the electrolyser within the wind turbine, allowing for hydrogen to be exported to shore under the pressure of the electrolyser’s output to an onshore compressor. Water treatment would also be done on the wind turbine close to the electrolyser. Pending project rescoping, this deliverable has not yet been submitted but has been circulated to partners for reference and review.
o A preliminary version of D4.2 (Schematic design of electrolyser wind turbine configurations) was submitted during the period that includes the material constraints of the wind turbines and methodology for piping hydrogen.
• A work plan for WP5 tasks was developed between Ørsted and ERM during the period and Ørsted presented its Power-to-X roadmap.
• All processes around communication (WP6) and coordination (WP7) tasks have progressed throughout period 2:
o Initial dissemination and exploitation plans developed in P1 have been monitored and updated throughout period 2 to reflect changes in project scope. A public dissemination pack (D6.3) was finalised and submitted.
o Measures have been maintained to ensure open communication between all project partners, including a teleconference every six weeks, two general assembly meetings per year, and regular updates to project documents including the risk register and progress reports.
• Two amendments have been undertaken during this period. The first was the addition of Stiesdal to the project and subsequent rescope of tasks between partners following the departure of ITM Power. A second amendment reflected the acquisition and business transfer of Element Energy to the Environmental Resources Management (ERM).
As a result of broader strategic considerations, including internal restructuring and reprioritisation, Ørsted has made the decision to divest from innovation projects. Ørsted has thoroughly assessed the Oyster project opportunity and has concluded that the project is not in line with the strategic considerations of Ørsted. Therefore, it has been decided to not further engage in the project and step out of the consortium. The decision of Ørsted to withdraw from the project has formed after long and careful assessment of the specific opportunity. The next steps are still being determined by the Consortium members and ERM is in regular contact with SGRE, Stiesdal, and the Project Officer.
The key next steps for the project are:
• Assess the next steps for the project given the departure of Ørsted from the project.
• Initiate an amendment reflecting the course agreed to by the Consortium.
The overall ambition and strategic objectives are detailed above in section 1.1. Significant progress on the assessment of components and designs for marinisation was achieved in the first period of the project. In the second period, work began on the design of the offshore electrolyser and deployment planning, in addition to the techno-economic assessment and business case development. The analysis conducted and findings generated will be used by the project partners in the next phase of the project to support the development and selection of solutions for the trial.
The OYSTER project also aims to meet or exceed the 2024 performance targets set out in the FCH JU / CH2 JU MAWP. In 2023, the consortium integrated Stiesdal’s technology and progress towards several of these KPIs has been achieved. The following KPIs that were highlighted in period 1 remain priorities of the project:
• Electrolyser consumption
• Capital cost
• O&M cost
• Degradation
• Current density
• Use of critical raw materials as catalysts
The OYSTER project also aims to meet or exceed the 2024 performance targets set out in the FCH JU / CH2 JU MAWP. In 2023, the consortium integrated Stiesdal’s technology and progress towards several of these KPIs has been achieved. The following KPIs that were highlighted in period 1 remain priorities of the project:
• Electrolyser consumption
• Capital cost
• O&M cost
• Degradation
• Current density
• Use of critical raw materials as catalysts