Opening Plenary CO2 Value Day Dr. Stefanie Kesting, President

Damien Dallemagne, Secretary General

Port of 5 November 2019

1 Welcome

Dr. Stefanie Kesting, President

2 Agenda 9:30 Welcome 9:45 State of Affairs: Achievements 2019 and Priorities for 2020

10:30 Collective Intelligence on CO2 capture and conversion technologies 11:15 ’s vision for CCU and carbon neutrality 12:00 Lunch 12:45 Guided tours 13:30 Parallel work sessions WG on Advocacy for WG on Quality Standards Workshop on Technology Roadmap

Fuels for Captured CO2 for CO2 capture and photo-electro- bio-catalytic conversion

15:00 Break 15:15 Interactive workshop on revenue generating activities 16:15 General Assembly 17:15 Networking drink 3 Thank you to our Gold Sponsor

4 Opening address

Nico Van Dooren Director of Energy Transition Port of Rotterdam

5 Titeldia (standaard)

RESPONDING TO ECONOMIC TRENDS

Nico van Dooren Director Energy & Industry Achtergrond (Lichtblauw)

The era of cars

Botlek Refining Achtergrond (Lichtblauw)

Followed by the era of plastics

Botlek Botlek / Refining Europoort Refining / petrochemic al industry Achtergrond (Lichtblauw)

Followed by the era of energy dependence

Botlek Botlek / Europoort / Refining Europoort Refining / Energy petrochemic import al industry Achtergrond (Lichtblauw)

And the era of global trade

Botlek Botlek / Europoort / Maasvlakte: Refining Europoort Maasvlakte Containers, Refining / Energy Energy, petrochemic import Industry al industry Chemical industry Achtergrond (Lichtblauw) Entering the era of energy and raw materials transition

Botlek Botlek / Europoort / Maasvlakte : Energy and Refining Europoort Maasvlakte Containers raw Refining / Energy Energy, materials petrochemic import, Industry transition al industry chemical industry IMAGE (WHITE WAVE) BIG Mapping developments: era of transition takes place within existing

2008 – 2030 1960 – 1970 1400 - 1800 Containers Plastics & & Industry Energy 1906 - 1922 import 1929 - 1949

1800 - 1900

1970 – 2008 1948 – 1957 1934 - 1946 Containers Refining & Energy Afbeelding (XL) You have to ride the wave at the right time

15 Afbeelding (XXL) + Tekstkader (Linksboven) 18 november 2019 • Join our mission in the port of Rotterdam to accelerate the energy and raw materials transition

| 16 Our achievements in 2019 and our priorities for 2020

Stefanie Kesting Damien Dallemagne

17 Our scope covers the whole CO2 capture & utilisation (CCU) value chain

The only European association

dedicated to CO2 Utilisation and bringing together partners from complete value chain

Multinational companies, SMEs, regional clusters, research institutions, universities Our mission is to boost the development of the CCU industry 18 To achieve our mission, the Board defined 6 Strategic Objectives

6. External Communication

1. Credibility for CCU

2. Policy Support CCU CCU Industry in Industry 3. Upscaling & Innovation in 2019 2030 Creation CVE 4. LCA methodologies Nov 2017 5. Sustainability of CVE

19 SO1. Credibility for CCU. CCU is recognized as a major contributor to climate change mitigation

24 September 2019, New York Achievements • Speaking/chairing at numerous CCU conferences and events • CarbonTech Summit at UN Climate Week in New York • 3rd layman’s brochure on CO2-to-Chemicals (incl. fuels)

20 SO1. Credibility for CCU. CCU is recognized as a major contributor to climate change mitigation

Priorities • Integrate CCU into upcoming IPCC report (full report + Summary for Policy Makers) by mid 2021

• Demonstrate competitiveness of European CCU industry

• Quantify the importance of CCU for climate mitigation

21 SO2. Policy support. The regulatory framework creates a business case for the commercial deployment of CCU

Achievements • WG Advocacy Fuels (RED II implementation, ETS, aviation) • Developed CVE Manifesto • High-level contacts with new EC (ongoing)

Priorities • Develop policy recommendations (the HOW)  survey to all members • New WG Advocacy Mineralisation • WG Advocacy Chemicals if volunteers

22 SO3. Upscaling. CCU projects are deployed at industrial scale – Innovation Fund

Achievements • CVE mandated by EC as official rep. of CCU sector for IF • IF workshop on CCU on 19 Sept

Priorities • Prepare 1st IF call by mid-2020 • Definition of evaluation criteria and call process • Support to CCU project owners

23 SO3. Upscaling. CCU projects are deployed at industrial scale – Private investors

Achievements • EU CCU industry represented at CarbonTech Summit in NYC • CCU added to program of large Green VC Tech Tour event Rotterdam 27-29 November 2019 Priorities • Build awareness of VCs and corporate VCs on opportunity to invest in CCU • Build partnership with private banks (e.g. BNP Paribas)

24 SO3. Upscaling. CCU projects are deployed at industrial scale – Industry standards

Achievements

• Initiated new WG on Standards for CO2 Quality

Priorities

• Continue work on standards for CO2 quality • Work on other standards as required

25 SO3. Innovation. Next generation CCU technologies enable significant performance gains Achievements • Collective intelligence on CCU techno developers and projects • Innovation roadmaps for relevant PPPs • Matchmaking innovation partners (univ, RTOs, industry) • Informing on EU sources of funding (H2020, HE) • WP Communication & Dissemination for RIA projects Other priorities • Connect flagship roadmaps (SUNRISE, ENERGY-X) with industry

26 SO4. LCA methodologies. LCA is widely used to measure the environmental benefits of CCU projects Achievements • First set of Guidelines on how to conduct LCA (and TEA) for CCU, published in Oct 2018

Priorities • Continue to push for clarification and harmonization Published 8 October 2018  “Guidance for Policy Makers”, March 2020  Rules for LCA under specific policy instruments a) Innovation Fund projects: Q3 2020 b) RED II: end 2020 c) Horizon Europe R&I projects: mid 2021

27 SO5. Legitimacy and sustainability of CVE CVE is recognized as the authoritative voice for the CCU sector

Achievements • Legitimate representative of the CCU industry • Meeting key DGs • SET Plan (EC + Member States) – WG9 on CCS and CCU • Representative membership (69 members in 2 years)

Priorities • Continue to recruit members to cover

the complete CO2 value chain Upstream Conversion Downstream

Captured CO2 Refining, distribution CO2 Renewable electricity conversion infrastructure & • Publish regular White Papers and markets for CCU Position Papers on CCU Raw materials & waste technologies products

28 SO5. Legitimacy and sustainability of CVE. CVE has the resources to meet its ambitions Achievements • Stronger CVE Secretariat: Kellen support, first full-time staff (CCU Officer) • EC Grant money for IMPACTS9 Priorities • Expand Board of Directors (April 2020) • Diversify sources of revenues (fees, EC grants, foundations, fee-for-service) • Continue to reinforce CVE Secretariat • Gain more involvement from members • Add strategic partnerships  BNPP, DENA (Global Powerfuels Alliance)  Others ?

29 SO6. External communication and outreach. Messages in favour of CCU are clear & broadly disseminated Achievements • Development strategy clearly defined • Resources and mandate via IMPACTS9 Priorities • Set up Communication Committee • Develop vision 2030/2050 and clear narratives per audience • Upgrade website • Strengthen Secretariat • Continuous publication of quality content on CCU issues

30 Wrap-up

31 Benefits for our members

. Increased visibility and acceptance of CCU as a valid climate mitigation solution . A common voice to represent the CCU industry . Collective advocacy work to create a supportive regulatory and economic framework . Collective definition of industry standards . Sharing knowledge and expertise . Matchmaking with other pioneer partners . Making new technologies visible to potential partners and customers . Support to access EU funding for R&I and “flagship” upscaling projects . Support to access funding from private investors

32 Our collective success depends on all of us … • Engage proactively in collective activities:  Work on Manifesto  Working Groups and Task Forces  Communication Committee  Framing of studies and writing of position papers  Surveys and specific requests for information • Send proactively relevant information to the Secretariat (news, reports, events, contacts, etc.) • Disseminate broadly messages received from the Secretariat (invitations, publications) • Embark in joint R&I and upscaling projects with like-minded partners

33 Announcing the new “CCU B2C Award”

34 CCU B2C Award

Purpose: - Raise public awareness on CCU (tangible, today !!) - Bring the CCU industry closer to the end-consumer Categories

1. CO2-containing consumer products 2. CCU systems on household scale (for use at home) Prize: CVE recognition, visibility and support (by CVE Secretariat or members) to develop/disseminate Evaluation Criteria: Climate mitigation potential at scale, innovativeness, time to market

35 CCU B2C Award

Jury 1 CVE Secretariat + 2 CVE Board + 3 external experts Eligibility • Global scope, open to CVE members and non-members • Existing products/systems, projects or just conceptual ideas (no minimum TRL) Calendar • Application deadline: 7 Feb 2019

• Award ceremony during next CO2 Value Day in May 2020 Sponsoring: we are open !

36 Thank you to our Gold Sponsor

37 Parallel workshops

WG on Advocacy for WG on Quality Standards Workshop on Technology Roadmap

Fuels for Captured CO2 for CO2 capture and photo-electro- bio-catalytic conversion

38 Interactive workshop – Revenue Generating Activities

39 Revenue generating activities

Triple objective • Boost the development of the CCU industry • Provide value for interested CVE members • Provide an additional source of revenues for the Association (potentially via a separate legal entity)

Two pre-screened ideas for discussion 1. Environmental Certification/Labelling Services 2. Innovation Project Management Services …Other ideas ?

General Assembly 19 March 2019 40 Idea 1. Environmental Certification/Labelling Services

Description • CVE develops and manages an independent scheme to certify the environmental benefits of a CCU installation (e.g. similar to what the consultant MeoCarbonSolution did when creating the ISCC (International Sustainability and Carbon Certification) scheme for biofuels • Or CVE develops a green labelling system for CO2-based products Why could it be interesting? • A CCU process operator needs independent demonstration that its installation is compliant with regulation (e.g. RED II scheme) • Environmental benefits of CO2-based products (based on complex LCA studies) must be communicated/valorised in simple ways towards customers to justify a price premium Questions for discussion 1. What should be certified/labelled: the specific installation or the product? 2. For which categories of CCU products (fuels, chemicals, materials) is this relevant? B2B or B2C? 3. Is CVE well positioned vs. existing players (e.g. ISCC) to develop a new voluntary scheme (certification or label) specifically on CCU? 4. On which reference standards should the certification/label be based? 5. Who should develop and agree on these standards (CVE, Member States, EC, other bodies)?

General Assembly 19 March 2019 41 Idea 2. Innovation Project Management Services

Description • CVE takes a leadership role in preparing and leading an innovation project: identify the relevant calls, recruit suitable partners, lead proposal writing, manage complete project including admin/financial reporting and communication/dissemination Why could it be interesting? • See Electricore model in US  anticipate calls from federal agencies (DoE, DoT, etc.) • Small innovators do not have the resources to lead a project, and large corporations may not see the opportunity or know the right innovation partners Questions for discussion 1. Is there added-value to have a consultant (CVE) combining expertise in EU project Management and expertise in CCU (technologies, potential benefits, storytelling)? 2. Are there situations in Europe where anticipation of the public project call would be possible (i.e. ability to influence call and prepare consortium long before the call gets published)? 3. Is there a willingness to pay for such a service? 4. How could the risk be shared (e.g. if CVE has to do a lot of the work upfront with no guarantee of success)? 5. What could be the revenue stream for CVE (funding for project coordination WPs, X% of the total project budget taken directly from the grant, a management fee paid by all consortium partners, other?). Any other idea ?

General Assembly 19 March 2019 42 Thank you to our Gold Sponsor

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