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The European Union (EU) imports a large amount of natural gas, and the injection of renewable hydrogen (H-2) into the natural gas systems could help decarbonize the sector. The new geopolitical and energy market situation demands urgent actions in the clean energy transition and energy independence from fossil fuels. This paper aims to investigate techno-economic analysis, barriers, and constraints in the EU policies/frameworks that affect natural gas decarbonization. First, the study examines the levelized cost of hydrogen production (LCOH). The LCOH is evaluated for blue and grey hydrogen, i.e., Steam Methane Reforming (SMR) natural gas as the feed-stock, with and without carbon capture, and green hydrogen (three type electrolyzers with electricity from the grid, solar, and wind) for the years 2020, 2030, and 2050. Second, the study evaluates the current policies and framework based on a SWOT (Strength, Weakness, Opportunities, and Weakness) analysis, which includes a PEST (Political, Economic, Social, and Technological) macro-economic factor assessment with a case study in Portugal. The results show that the cheapest production costs continue to be dominated by grey hydrogen (1.33 euro/kg.H-2) and blue hydrogen (1.68 euro/kg.H-2) in comparison to green hydrogen (4.65 euro/kg.H2 and 3.54 euro/kg.H-2) from grid electricity and solar power in the PEM -Polymer Electrolyte Membrane for the year 2020, respectively. The costs are expected to decrease to 4.03 euro/kg.H-2 (grid-electricity) and 2.49 euro/kg.H-2 (solar - electricity) in 2030. The LCOH of the green grid-electricity and solar/wind-powered Alkaline Electrolyzer (ALK) and Solid Oxide Electrolyzer Cell (SOEC) are also expected to decrease in the time-span from 2020 to 2050. A sensitivity analysis shows that investments costs, electricity price, the efficiency of electrolyzers, and carbon tax (for SMR) could play a key role in reducing LCOH, thereby making the economic competitiveness of hydrogen production. The, QC 20220812

Supercritical CO2 (sCO2) power cycles have been identified as technology enablers for increasing the cost-competitiveness of Concentrating Solar Power (CSP) plants. Compared to steam cycles, sCO2 cycles have the advantage of allowing higher inlet turbine temperatures, while also deploying turbomachinery that can be a ten-fold more compact. Ongoing research in CSP focuses mainly in developing new receiver and storage concepts able to withstand such required higher temperatures, alongside new heat exchangers that enable coupling to a sCO2 cycle. Meanwhile, advancements in sCO2 turbomachinery have taken place in research projects aimed at investigating the technical feasibility of the cycle, including the optimized design of its individual components and new cycle configurations. Among these, only few focus in demonstrating a full-integrated system, including cycle control and dynamics, and only two worldwide have started plans for MW-scale pilots, none of them in Europe. The EU-funded SOLARSCO2OL project aims at demonstrating a first-of-a-k ind 2 MW gross simple-recuperated sCO2 Brayton cycle driven by heat provided by molten salt s similar to those deployed in commercial CSP plants, which are able to operate at temperatures of up to 580°C. This paper introduces the project objectives and implementation plan, to then focus primarily on the results derived from the first year in specific relation to the conceptual design of each of 2 MW scale power cycle and its k ey components, including also the proposed integration and operational regimes, expected thermod ynamic performance at nominal point, and up-scaling considerations., QC 20230614

This open access book focuses on Switzerland-based medium-sized companies with a longstanding export tradition and a proven dominance in global niche markets. Based upon in-depth documentation and analysis of 36 Swiss companies over their entire history, an expert team of authors presents several parallels in the pathways and success factors which allowed these firms to become dominant and operate from a high-cost location such as Switzerland. The book enhances these insights by providing detailed company profiles documenting the company history, development, and how their relevant global niche positions were reached. Readers will benefit from these profiles as they compile a diverse selection of industries, mainly active within the B2B sector, with mostly mature companies (60 years to older than 100 years since founding) and different types of ownership structures including family firms. ‘Masterpieces of Swiss Entrepreneurship’ brings unique learning opportunities to owners and leaders of SMEs in Switzerland and elsewhere. Findings are based on detailed bottom-up research of 36 companies -- without any preconceived notions. The book is both conceptual and practical. It fosters understanding for different choices in development pathways and management practices. Matti Alahuhta, Chairman DevCo Partners, ex-CEO Kone, Board member of several global listed companies, Helsinki, Finland Start-up entrepreneurs need proven models from industry which demonstrate the various paths to success. “Masterpieces of Swiss Entrepreneurship” provides deep insights highlighting these models and the important trade-offs entrepreneurial teams must consider when choosing the path of high growth or of maximum control, as they are often mutually exclusive.

This open access book focuses on Switzerland-based medium-sized companies with a longstanding export tradition and a proven dominance in global niche markets. Based upon in-depth documentation and analysis of 36 Swiss companies over their entire history, an expert team of authors presents several parallels in the pathways and success factors which allowed these firms to become dominant and operate from a high-cost location such as Switzerland. The book enhances these insights by providing detailed company profiles documenting the company history, development, and how their relevant global niche positions were reached. Readers will benefit from these profiles as they compile a diverse selection of industries, mainly active within the B2B sector, with mostly mature companies (60 years to older than 100 years since founding) and different types of ownership structures including family firms. ‘Masterpieces of Swiss Entrepreneurship’ brings unique learning opportunities to owners and leaders of SMEs in Switzerland and elsewhere. Findings are based on detailed bottom-up research of 36 companies -- without any preconceived notions. The book is both conceptual and practical. It fosters understanding for different choices in development pathways and management practices. Matti Alahuhta, Chairman DevCo Partners, ex-CEO Kone, Board member of several global listed companies, Helsinki, Finland Start-up entrepreneurs need proven models from industry which demonstrate the various paths to success. “Masterpieces of Swiss Entrepreneurship” provides deep insights highlighting these models and the important trade-offs entrepreneurial teams must consider when choosing the path of high growth or of maximum control, as they are often mutually exclusive.

China has been the world’s leading manufacturer of automobiles since 2010, after having to rebuild the industry from scratch in the 1970s with an initial reliance on technology from Russia and Eastern Europe (McKinsey 2015). China’s success in this sector has been largely attributed to favourable government policies promoting the automobile industry, contributions made by foreign joint ventures and the cost leadership business strategy pursued by automobile and component manufactures in the country (Hass 1987; Dent 1996; IBISWorld Industry Report 2016). Currently, China’s automobile sector is a pillar industry and it plays a significant role in the economic development of the country. Therefore, it is critically important for China’s long-term prosperity and economic growth.

China has been the world’s leading manufacturer of automobiles since 2010, after having to rebuild the industry from scratch in the 1970s with an initial reliance on technology from Russia and Eastern Europe (McKinsey 2015). China’s success in this sector has been largely attributed to favourable government policies promoting the automobile industry, contributions made by foreign joint ventures and the cost leadership business strategy pursued by automobile and component manufactures in the country (Hass 1987; Dent 1996; IBISWorld Industry Report 2016). Currently, China’s automobile sector is a pillar industry and it plays a significant role in the economic development of the country. Therefore, it is critically important for China’s long-term prosperity and economic growth.

China has been the world’s leading manufacturer of automobiles since 2010, after having to rebuild the industry from scratch in the 1970s with an initial reliance on technology from Russia and Eastern Europe (McKinsey 2015). China’s success in this sector has been largely attributed to favourable government policies promoting the automobile industry, contributions made by foreign joint ventures and the cost leadership business strategy pursued by automobile and component manufactures in the country (Hass 1987; Dent 1996; IBISWorld Industry Report 2016). Currently, China’s automobile sector is a pillar industry and it plays a significant role in the economic development of the country. Therefore, it is critically important for China’s long-term prosperity and economic growth.

China has been the world’s leading manufacturer of automobiles since 2010, after having to rebuild the industry from scratch in the 1970s with an initial reliance on technology from Russia and Eastern Europe (McKinsey 2015). China’s success in this sector has been largely attributed to favourable government policies promoting the automobile industry, contributions made by foreign joint ventures and the cost leadership business strategy pursued by automobile and component manufactures in the country (Hass 1987; Dent 1996; IBISWorld Industry Report 2016). Currently, China’s automobile sector is a pillar industry and it plays a significant role in the economic development of the country. Therefore, it is critically important for China’s long-term prosperity and economic growth.

China has been the world’s leading manufacturer of automobiles since 2010, after having to rebuild the industry from scratch in the 1970s with an initial reliance on technology from Russia and Eastern Europe (McKinsey 2015). China’s success in this sector has been largely attributed to favourable government policies promoting the automobile industry, contributions made by foreign joint ventures and the cost leadership business strategy pursued by automobile and component manufactures in the country (Hass 1987; Dent 1996; IBISWorld Industry Report 2016). Currently, China’s automobile sector is a pillar industry and it plays a significant role in the economic development of the country. Therefore, it is critically important for China’s long-term prosperity and economic growth.

China has been the world’s leading manufacturer of automobiles since 2010, after having to rebuild the industry from scratch in the 1970s with an initial reliance on technology from Russia and Eastern Europe (McKinsey 2015). China’s success in this sector has been largely attributed to favourable government policies promoting the automobile industry, contributions made by foreign joint ventures and the cost leadership business strategy pursued by automobile and component manufactures in the country (Hass 1987; Dent 1996; IBISWorld Industry Report 2016). Currently, China’s automobile sector is a pillar industry and it plays a significant role in the economic development of the country. Therefore, it is critically important for China’s long-term prosperity and economic growth.

China has been the world’s leading manufacturer of automobiles since 2010, after having to rebuild the industry from scratch in the 1970s with an initial reliance on technology from Russia and Eastern Europe (McKinsey 2015). China’s success in this sector has been largely attributed to favourable government policies promoting the automobile industry, contributions made by foreign joint ventures and the cost leadership business strategy pursued by automobile and component manufactures in the country (Hass 1987; Dent 1996; IBISWorld Industry Report 2016). Currently, China’s automobile sector is a pillar industry and it plays a significant role in the economic development of the country. Therefore, it is critically important for China’s long-term prosperity and economic growth.

Solar cooling technology is currently facing a very exciting challenge. Air conditioning is a large and growing energy consumer, especially in sunny and developing countries. Worldwide efforts to develop renewable energy solutions must address this critical cooling application. A new Generation of Solar Cooling systems including the coupling between Photovoltaic modules and a reversible heat pump is very promising and able to represent a cost competitive solution both reliable and efficient. To address this new generation of solar cooling, a new IEA Solar Heating and Cooling Program Task, called Task 53 has just started for 3.5 years and will be described. This paper will first concentrate on the description of Task 53 with its objectives and work plan then it will show the first results such as the state of the art of the new generation solar cooling systems. Then, a virtual case study on the cost competitiveness of a PV reversible heat pump installed in Madrid for cooling and heating will be presented, underlining that such a solution already would present a payback time of less than 10 years in the Spanish economical today's conditions.