The CO2 value chain and legal aspects (Task 1)

The task seeks to demonstrate the importance of CCS to decarbonize the energy and industrial sector to reach the Paris Agreement target. It will provide recommendations on the best measures to cut CCS costs and assess shortcomings in the current legal framework applicable to CCS operations at national and international levels. This will help enable a faster and cheaper deployment of CCS technology.

Main results 2018

Main results

  • Improvement of the EMPIRE model for evaluation of the role of CCS in decarbonising the power and industrial sector
  • Evaluation of the impact of delivery pressure and impurities on the design and cost of CO2 liquefaction prior to ship transport
  • Development of a new model for evaluation of CCS chain design under uncertainties
  • Assessing the content and implementation of the current CCS Directive on liabilities for CO2 shipping and storage

Impact and innovations

  • The work on CO2 liquefaction is the first step toward the identification of optimal transport conditions for CO2 transport by ship
  • The new model for evaluation of CCS chain design under uncertainty is expected to lead to improved design strategies for CCS chains
Impact of the targeted delivery pressure after liquefaction on the cost of CO2 liquefaction for different CO2 impurity scenarios in the CO2 stream after CO2 capture. The results obtained will be used to identify the cost optimal conditions for transport of CO2 by ship 2019.

Main Results 2017

One of the critical activities in 2017 was to provide benchmarking reference points to evaluate the impact of
new knowledge resulting from other centre activities, as well as the potential of activities of interest.
Two reference CCS chains were selected and defined in discussions with partners, assessed and evaluated in
collaboration with Task 6:
• CCS from a natural gas combined cycle (NGCC) power plant
• CCS from a hydrogen production plant
The obtained results show that the CO2 capture and conditioning cost is the main contributor to the CCS cost
(57-70%), while the transport and storage costs account for 16-17% and 18-26% of the chain cost. Equally
important, the semi-detailed cost breakdown was presented to provide a deeper understanding of the key
contributors to the cost of the whole chain, and therefore to identify points, which if reduced, could have the
most impact.
The results of the assessment of these reference chains are expected to be used by task leaders, Centre
management, and industrial partners to:
• Follow the impact of different performed activities throughout the Centre
• Support the prioritization of existing and new activities in the Centre
• Assess how the Centre has performed in terms of reaching its ambitions

Task leader