RE: UK eyes 15 year support for H2 storage projects4 Aug 2023 14:23
Executive summary
Chapter 2 - Hydrogen transport infrastructure
The minded to positions in this chapter provide a direction of travel for the hydrogen transport
business model design. The minded to high-level design is a Regulated Asset Base (RAB)
alongside an external subsidy mechanism, in the form of private law revenue support
contracts. In addition to business model design, we will also develop our position on allocation,
as well as the accompanying market framework for early projects. We intend to continue to
work with industry as we progress towards the final business model design.
Chapter 3 - Hydrogen storage infrastructure
The minded to positions in this chapter provide a direction of travel for the hydrogen storage
business model design. We propose a revenue ‘floor’ to mitigate demand risk for storage
providers; an incentive to maximise sales to users and a mechanism to give the subsidy
provider a potential share of the ‘upside’. We anticipate the initial focus for support to be
geological storage, though we are minded to retain optionality to support above-ground storage
where it faces similar market barriers. We consider the model best delivered through a private
law contract lasting at least 15 years. We will move into the next level of design detail of the
business model and the contract, as well as developing our position on allocation of the
contract to potential storage projects. We intend to continue to collaborate closely with industry
as we progress towards the final model design.
Chapter 4 - Strategic planning
The minded to position in this chapter sets out that some form of strategic planning, potentially
combined with elements of a market-led development, is necessary to enable the efficient,
cost-effective and timely roll-out of transport and storage infrastructure. It is our view that the
build-out of hydrogen transport and storage infrastructure, and in particular larger scale or
systemically important assets, should be guided by centrally coordinated, locally sensitive,
strategic planning that is integrated across energy and other relevant systems. Our intention is
that the Future System Operator (FSO) take on a central strategic planning role at an
appropriate time following its establishment, within the statutory framework provided for by the
Energy Bill. In the interim, we believe it is necessary for UK government, working closely with
Ofgem and industry, to take a leading role in providing early strategic direction for the build out
of hydrogen T&S infrastructure. Therefore, we will publish a ‘hydrogen networks pathway’, to
set out the next steps in our vision for the development of hydrogen T&S in the UK