RE: News due?5 Oct 2020 09:50
the AP project was in 2 phases. TV1 and TV2. TV2 was built with only a small lag between it and TV1. The small lag was due to Management looking to expedite the projects as a whole to maximize the policy opportunity. The original intent was to build and commission TV1, and once this is operating satisfactorily, read across any changes to TV2. Unfortunately, Management underestimated the difficuties and commenced the build of TV2 too quickly. A typical trait of too big too soon. As a result, euipemtn was ordered for TV2 that was not proven to operate in TV1. This theme continued, even tho TV1 needed redesigning (as no demo scale operations were carried our prior) , hence the money pit deepened and widened simultaneously.
As with Air Products, VLS core business is not gasification. Its FT. In addition, VLS is not directly involved in the developing the system and has subcontracted the entire design job to a third party - just as AirProducts did. Now, the difference is that AirP has endless cash at hand to throw at this and even after $1bn spent, still couldn't make it work as a system (and the AirP plant was far LESS complex than the proposed VLS plant). So many similarities, but the main difference being that AirP was well funded, unlike VLS.
If you need other examples, google these:
GAIA report reveals billions wasted on gasification over 30 years of failures
and...
UKWIN highlights ‘litany of gasification failures’
Que the "But VLS will be different as they have Shell and BA". Okay....