Periodic Reporting for period 1 - CLEANHYPRO (Open Innovation Test Bed for Electrolysis Materials for Clean Hydrogen Production)
Période du rapport: 2023-10-01 au 2025-03-31
Renewable hydrogen is an essential element for reaching climate neutrality, as it is necessary for compensating renewable energy intermittence, as feedstock in hard to abate industries and for substituting non-renewable grey hydrogen. However, green hydrogen is rarely commercially competitive and requires innovation over its whole value chain. To increase competitiveness, companies need to upscale their innovations, that could be accelerated by technology infrastructures that offer a wide range of efficient technological and non-technological (e.g. market or business oriented) services.
For the CLEANHYPRO project, such a technology infrastructure is being set up. It specializes in the production of green hydrogen. Its primary objective is to create a technology infrastructure, also called Open Innovation Testbed (OITB). It has a Single Entry Point (SEP), through which companies may present their projects, to be tackled through an integrated approach by one or more partners. To reach this goal, the following step are being taken:
1. Upscale and upgrade Pilot Lines by partners, creating top-grade capabilities.
2. Definition of technological & non-technological services to be offered.
3. Internal validation of upscale/upgrade of pilots and services.
4. External validation of upscale/upgrade of pilots and services. Two Open Calls (OC) will be launched in order to allow external companies to have access to the OITB.
5. Execution of the accepted proposals (democases).
Finally, the SEP will be created at the end of the project, which should continue after the project is concluded in order to make its services accessible to any company.
For the CLEANHYPRO project, such a technology infrastructure is being set up. It specializes in the production of green hydrogen. Its primary objective is to create a technology infrastructure, also called Open Innovation Testbed (OITB). It has a Single Entry Point (SEP), through which companies may present their projects, to be tackled through an integrated approach by one or more partners. To reach this goal, the following step are being taken:
1. Upscale and upgrade Pilot Lines by partners, creating top-grade capabilities.
2. Definition of technological & non-technological services to be offered.
3. Internal validation of upscale/upgrade of pilots and services.
4. External validation of upscale/upgrade of pilots and services. Two Open Calls (OC) will be launched in order to allow external companies to have access to the OITB.
5. Execution of the accepted proposals (democases).
Finally, the SEP will be created at the end of the project, which should continue after the project is concluded in order to make its services accessible to any company.
WP1 developed and organized the OITB. Nine pilot lines were upgraded with support from STAM, CEA, and TECNALIA. Notable upgrades: PL1 automated electrode production; PL2 added metal reclaim and selective deposition; PL3 boosted nanoprinting efficiency; PL4 upgraded PEM testing; PL5 improved AEM stack production; PL6 faced delays; PL7 expanded 3D SOEC printing; PL8 scaled SOE nanomaterials; PL9 enhanced rSOC testing. TNO and VTT created Virtual Labs; BV, JRC, and TEC defined testing and LCA scopes.
WP2 established the Single-Entry Point (SEP) as CleanHypro’s main coordination hub, ensuring long-term sustainability through a validated hybrid operational model, quality framework, and legal structure. It defined the SEP’s value proposition and strategic goals, emphasizing support for SMEs in scaling advanced electrolysis technologies. WP2 also mapped partner services and validated offerings via stakeholder engagement, confirming strong market alignment and SME-focused impact.
WP3 validates components for AEL, PEM, AEM, and SOEC. Activities included manufacturing, material screening, integration, and testing. Advanced techniques support coating, sintering, and development of catalysts, separators, and membranes. Electrochemical testing was conducted at cell level to be further developed at stack/SRU level. Data collection for life cycle, GHG, and circularity assessments began. Testing protocols and certification schemes are being refined, with ongoing work on methods, confidentiality, safety, and sustainability.
WP2 established the Single-Entry Point (SEP) as CleanHypro’s main coordination hub, ensuring long-term sustainability through a validated hybrid operational model, quality framework, and legal structure. It defined the SEP’s value proposition and strategic goals, emphasizing support for SMEs in scaling advanced electrolysis technologies. WP2 also mapped partner services and validated offerings via stakeholder engagement, confirming strong market alignment and SME-focused impact.
WP3 validates components for AEL, PEM, AEM, and SOEC. Activities included manufacturing, material screening, integration, and testing. Advanced techniques support coating, sintering, and development of catalysts, separators, and membranes. Electrochemical testing was conducted at cell level to be further developed at stack/SRU level. Data collection for life cycle, GHG, and circularity assessments began. Testing protocols and certification schemes are being refined, with ongoing work on methods, confidentiality, safety, and sustainability.
Key technical progress lies in pilot line (PL) upgrades. In the first 18 months, nine PLs were enhanced, including: automation of Alkaline Electrolyser electrode production; improved efficiency and precision in catalyst-coated membranes; optimized nanoparticle printing; better PEM cell diagnostics; scalable AEM CCM/MEA production; automated 3D SOEC printing; uniform nanomaterial deposition for SOE; and advanced high-temp testing and gas handling for SOECs, especially in rSOC mode.
CleanHyPro KPIs focus on establishing the SEP as the central OITB interface, defining its role and responsibilities, and developing a strategic business plan. A key task includes drafting contracts to formalize relations among the SEP, partners, clients, and stakeholders, ensuring legal clarity and coordination. Another KPI is the creation of a shared quality management framework, leveraging partners’ certified systems and SEP-led mechanisms to ensure consistent, high-quality service across the decentralized OITB.
By M18, the CLEANHYPRO project has achieved significant results but no publications yet. It has been presented at 6 conferences, with posters displayed at 1 conference and 1 additional event. An abstract was submitted and accepted for the SETAC Conference. CLEANHYPRO is on track for its event participation KPI of 7, with partners having attended 5 events. We also co-organised 1 event with sister projects (final KPI: 2). Additionally, the project’s visibility was boosted by representation at 3 workshops. Non-technical KPIs show remarkable overperformance: 5747 website visits (target: 3000) and 177 social media posts (target: 10) highlight the success of our dissemination and communication strategy.
CleanHyPro KPIs focus on establishing the SEP as the central OITB interface, defining its role and responsibilities, and developing a strategic business plan. A key task includes drafting contracts to formalize relations among the SEP, partners, clients, and stakeholders, ensuring legal clarity and coordination. Another KPI is the creation of a shared quality management framework, leveraging partners’ certified systems and SEP-led mechanisms to ensure consistent, high-quality service across the decentralized OITB.
By M18, the CLEANHYPRO project has achieved significant results but no publications yet. It has been presented at 6 conferences, with posters displayed at 1 conference and 1 additional event. An abstract was submitted and accepted for the SETAC Conference. CLEANHYPRO is on track for its event participation KPI of 7, with partners having attended 5 events. We also co-organised 1 event with sister projects (final KPI: 2). Additionally, the project’s visibility was boosted by representation at 3 workshops. Non-technical KPIs show remarkable overperformance: 5747 website visits (target: 3000) and 177 social media posts (target: 10) highlight the success of our dissemination and communication strategy.