Carbon Management Innovation Issues in Canadian Universities. Dr. Robin Hughes Research Engineer CanmetENERGY

Transcription

1 Carbon Management Innovation Issues in Canadian Universities Dr. Robin Hughes Research Engineer CanmetENERGY

2 A brilliant idea becomes an innovation when it provides value to customers

3 Focus Areas For Improvement More dialogue with R&D customers needed Disconnect between the time to develop CCS technology and the development cycle of a graduate

4 Who Are The 'Customers'? Energy Producer Energy Distributor By-Product Consumer Technology Providers Regulators Power utilities Oil and gas Forestry Power Trans. Pipelines Transport CO2 storage EOR Valuable products

5 Carbon Management 'Customers' Energy Producer Energy Distributor By-Product Consumer Technology Providers Regulators Universities Technology vendors Other R&D organizations

6 Carbon Management 'Customers' Energy Producer Energy Distributor By-Product Consumer Technology Providers Regulators Governments Standards organizations Represent the public

7 What Carbon Management Customers Value '... commercially viable solutions that lower coal power plant emissions' '... deliver the lowest carbon emissions, clean fuels and electricity' '... best available environmental technologies to sustain the economy' '... science, economics and engineering applications of CO2 Capture and Storage (CCS)'

8 University Mission Statements Are In Alignment With Customer Value '...learning environment that discovers, disseminates, and applies new knowledge...' - U of A '...excellence in both teaching and research, in order to produce graduates and faculty who contribute to the well being of the people of Alberta, Canada and the world.' - U of C '...research and engineering science, creating novel and sustainable solutions to serve public interests and to address global challenges in areas such as health, energy, and environment.' - UBC

9 University Mission Statements Are In Alignment With Customer Value, BUT '... give students a remarkable education, to enrich the intellectual and cultural life of Canada and to help the country achieve greater international prominence.' U of O I get the impression that this is the focus of most universities '...learning environment that discovers, disseminates, and applies new knowledge...' U of A '...excellence in both teaching and research, in order to produce graduates and faculty who contribute to the well being of the people of Alberta, Canada and the world.' U of C '...research and engineering science, creating novel and sustainable solutions to serve public interests and to address global challenges in areas such as health, energy, and environment.' UBC

10 Technology Readiness Levels for CCS - EPRI TRL Description Time To Achieve 1 Basic principles observed Weeks to months 2 Application formulated Weeks to months 3 Analytical proof of concept 6 to 12 months MASc 4 Lab component testing 6 to 24 months 5 Component prototype development 1 to 2 years 6 Component prototype demo (0.1-5%) 2 to 4 years 7 Pilot plant (> 5% of commercial scale) 2 to 5 years 8 Sub-scale development (> 25%) 4 to 7 years 9 Commercial Deployment 1 to 5 years PhD Post Hire EPRI - Electric Power Research Institute Total 11 to 26 years

11 Technology Readiness Levels for CCS - EPRI TRL Description Time To Achieve 1 Basic principles observed Weeks to months 2 Application formulated Weeks to months 3 Analytical proof of concept 6 to 12 months 4 Lab component testing 6 to 24 months 5 Component prototype development 1 to 2 years 6 Component prototype demo (0.1-5%) 2 to 4 years 7 Pilot plant (> 5% of commercial scale) 2 to 5 years 8 Sub-scale development (> 25%) 4 to 7 years 9 Commercial Deployment 1 to 5 years EPRI - Electric Power Research Institute Weak links in the innovation chain MASc PhD X Hire?

12 Discontinuity Creating A Gap Between Universities and Industry Recent comments from an industry expert on CCS economics: 'The general consensus at the meeting was that the numbers in most published papers from researchers are suspect...' 'Generally there is insufficient space to report assumptions or methods...' 'Generally their work has such low TRL (technology readiness level) that cost estimation is not only not rigorous, it can't be rigorous...'

13 What is Needed? On-going Dialogue! Align university R&D with industrial capability recognizing important needs Communicate ideas and solutions to industry Communicate experience and commercial expectations to universities Develop brilliant ideas into commercial products

14 CMC 'Dragon's Den' Where proponents pitch their carbon management concepts and products to a panel of Canadian energy moguls who have the cash and the know-how to make it happen A forum for dialogue to increase value of R&D Important Needs Approach Benefits per Cost Competition Canadian energy moguls Energy producers Energy distributors By-product consumers Regulators (policy / funding)

15 Innovation In Canadian Universities Interact with the customers to identify and understand their important needs Continually increase value to the customers considering needs, the approach, benefits per cost, and your competition Ensure that there is a passionate champion to see the job through to the end Work in a team to provide continuity and to increase cross pollination of ideas Ensure your organization is aligned with developing your innovation Modified from Carlson and Wilmot (2006). 'Innovation'