Energy Technology Roadmaps Guide

Energy Technology Roadmaps

a guide to development and implementation INTERNATIONAL ENERGY AGENCY

The International Energy Agency (IEA), an autonomous agency, was established in November 1974. Its mandate is two-fold: to promote energy security amongst its member countries through collective response to physical disruptions in oil supply and to advise member countries on sound energy policy. The IEA carries out a comprehensive programme of energy co-operation among 28 advanced economies, each of which is obliged to hold oil stocks equivalent to 90 days of its net imports. The Agency aims to: n Secure member countries’ access to reliable and ample supplies of all forms of energy; in particular, through maintaining effective emergency response capabilities in case of oil supply disruptions. n Promote sustainable energy policies that spur economic growth and environmental protection in a global context – particularly in terms of reducing greenhouse-gas emissions that contribute to climate change. n Improve transparency of international markets through collection and analysis of energy data. n Support global collaboration on energy technology to secure future energy supplies and mitigate their environmental impact, including through improved energy efficiency and development and deployment of low-carbon technologies. n Find solutions to global energy challenges through engagement and dialogue with non-member countries, industry, international organisations and other stakeholders. IEA member countries: Australia Austria Belgium Canada Czech Republic Denmark Finland France Germany Greece Hungary Ireland Italy Japan Korea (Republic of) Luxembourg Netherlands New Zealand Norway Poland Portugal Slovak Republic Spain © OECD/IEA, 2010 Sweden International Energy Agency Switzerland 9 rue de la Fédération 75739 Paris Cedex 15, France Turkey United Kingdom Please note that this publication United States is subject to specific restrictions that limit its use and distribution. The European Commission The terms and conditions are available also participates in online at www.iea.org/about/copyright.asp the work of the IEA. Introduction

Many countries are facing serious challenges as a recent years as a tool to help address complicated result of the lingering global economic crisis. At issues in a strategic manner at national, regional and the same time, all nations share a responsibility global levels. Roadmaps achieve consensus on low- to ensure their energy sectors become more carbon energy milestones, priorities for technology sustainable and more secure to manage the development, policy and regulatory frameworks, risks and impacts of climate change. Over the investment needs and public engagement. As such, coming decades, energy efficiency, many forms roadmaps can provide solid analytical footing that of renewable energy, carbon capture and storage enables national policy makers and industry to (CCS), nuclear power, new transport technologies develop specific technologies. The IEA roadmaps and more efficient use of fossil fuels will all can inform more detailed roadmaps with a regional, require widespread deployment. The need for national or sectoral focus. action is urgent, but drastically changing energy infrastructure and end-use equipment on a national Drawing upon the IEA’s extensive experience, scale is a complex and expensive undertaking. this guide is aimed at providing countries and Careful planning is required to ensure that limited companies with the context, information and tools resources are devoted to the highest-priority, they need to design, manage and implement an highest-impact actions in the near term while laying effective energy roadmap process. The IEA hopes the groundwork for longer-term improvements. that this guide and the examples and references it Every major country and sector of the economy offers, will help national and local policy makers must be involved. and industry to develop strategies that accelerate the deployment of low-carbon energy technologies To help turn political statements and analytical worldwide. work into concrete action, the International Energy Agency (IEA) is developing a series of global roadmaps devoted to low-carbon energy technologies. Roadmapping, used for decades in Nobuo Tanaka technology-intensive industries, has emerged in Executive Director OECD/IEA,2010 ©

Introduction 1 Table of Contents

Introduction 1

Understanding Roadmaps 3 Roadmapping: a living process 3 Typical roadmap audiences 3 Key elements of a successful roadmap 4

The Roadmap Development Process 5 Expert workshop and consensus activities 5 Data and analysis activities 6 Planning and preparation phase 7 Vision phase 10 Roadmap development phase 11 Roadmap implementation and adjustment phase 14

Tailoring the Roadmap Process 16 Key factors to consider 16

Appendix: International Technology Collaboration 20

Acknowledgements 26 OECD/IEA,2010 ©

2 Energy Technology Roadmaps A guide to development and implementation Understanding Roadmaps

A roadmap is a strategic plan that describes the a specific type of technology, such as an advanced steps an organisation needs to take to achieve stated solar photovoltaic (PV) cell or a highly fuel-efficient outcomes and goals. It clearly outlines links among passenger vehicle. Individuals involved typically tasks and priorities for action in the near, medium include technical experts, policy experts and and long term. An effective roadmap also includes university researchers, who come together to metrics and milestones to allow regular tracking of outline performance targets, pathways, priorities progress towards the roadmap’s ultimate goals. and timeframes for the research, development and deployment (RD&D) of a technology. There are many kinds of roadmaps. Technology- specific roadmaps, which are the focus of this guide, are intended to support the development of

Roadmapping: a living process

Roadmapping is the evolving process of creating and implementing a roadmap and monitoring Definition of terms and updating it as necessary. The process is often as important as the resulting document, because Roadmap: A specialised type of strategic it engages and aligns diverse stakeholders in a plan that outlines activities an organisation common course of action, sometimes for the first can undertake over specified time frames to time. By getting interested parties to work together achieve stated goals and outcomes. towards shared goals and results, the process can build relationships that have a significant, lasting Roadmapping: The evolving process by effect long after the roadmap is published. which a roadmap is created, implemented, An effective roadmapping process maximises monitored and updated as necessary. participants’ engagement in creating the plan, thereby building consensus and increasing the Setting a vision: The process of analysing likelihood that those involved will implement the future scenarios and identifying objectives. roadmap priorities. A roadmap also evolves in the sense that the process does not stop when the Stakeholders: Relevant individuals who have document is published. Rather, the roadmap evolves an interest in seeing the roadmap developed as progress is made, external factors change and and implemented, such as representatives more information becomes available. The frequency from industry, government, academia and with which a roadmap is updated depends largely non-governmental organisations. on the time frame under consideration. Typically, national-level roadmaps are updated periodically Implementation: The process of putting (e.g., every two to five years). Technology-specific a roadmap into action, by carrying out roadmaps are sometimes updated more frequently projects and initiatives that address roadmap to reflect progress, changes in available resources or scheduling considerations. More information tasks and priorities, and by monitoring on roadmap updating is provided later in this progress using a tracking system. document.

Typical roadmap audiences

Roadmap audiences vary depending on the type of • national government decision makers in document being developed. For national-level energy ministries of finance or economics; technology roadmaps, audiences may include: • state/provincial and local policy makers and • national government decision makers in national regulators; ministries of energy, environment, natural • energy sector decision makers, particularly resources and infrastructure; from industries that produce or consume large OECD/IEA,2010 ©

Understanding Roadmaps 3 amounts of energy (e.g., electricity, natural supporting policies and financing mechanisms resources, agriculture and energy-intensive needed to accelerate commercialisation; industry); • non-governmental organisations (NGOs) • leading scientific, engineering, policy, social engaged in research and advocacy in low- science and business experts involved in carbon energy. researching specific energy technologies and the

Key elements of a successful roadmap

Figure 1: The logic of a roadmap Gaps and barriers: A list of any potential gaps in knowledge, technology limitations, market structural barriers, regulatory limitations, public Goals acceptance or other barriers to achieving the goals and milestones.

Milestones Action items: Actions that can be taken to overcome any gaps or barriers that stand in the way of achieving the goals; typical actions include Gaps and barriers technology development and deployment, development of regulations and standards, policy formulation, creation of financing mechanisms and Action items public engagement.

Priorities and timelines: A list of the most Priorities and important actions that need to be taken in order to timelines achieve the goals and the time frames, taking into account interconnections among those actions and stakeholder roles and relationships. A successful roadmap contains a clear statement of If designed correctly, a successful roadmap should the desired outcome followed by a specific pathway provide the ability to link any project or activity for reaching it. This pathway should include the back through this logical structure to understand following components: how the project or activity ultimately contributes Goals: A clear and concise set of targets that, to the achievement of the roadmap goals. Simply if achieved, will result in the desired outcome; writing a roadmap is not enough – the true quantified goals (e.g., “improve energy efficiency in measure of success is whether or not the roadmap commercial buildings by 25% in 10 years”) provide is implemented and achieves the organisation’s the most specific guidance. desired outcome.

Milestones: The interim performance targets for achieving the goals, pegged to specific dates (e.g., “improve the energy efficiency of commercial buildings by 2% per year during the next five years without slowing economic growth”). OECD/IEA,2010 ©

4 Energy Technology Roadmaps A guide to development and implementation The Roadmap Development Process

The development process ensures that a roadmap Data and Analysis) and four phases (Planning and identifies mutual goals and determines specific and Preparation, Visioning, Roadmap Development achievable actions towards realising a common and Roadmap Implementation and Revision). After vision. On average, it takes six to 14 months to a roadmap is completed, implementation and develop a roadmap. The process includes two types updating ensure the complete realisation of the of activities (Expert Judgement and Consensus and vision and goals.

Figure 2: Roadmap process outline

Planning and Visioning Roadmap Roadmap preparation development implementation and revision

Establish Steering Conduct expert Conduct expert Expert Committee; Conduct senior-level workshop(s) to workshop(s) to re- judgementjudgment determine scope, vision workshop to identify and prioritise assess priorities and boundaries, and identify long-term needed technologies, Develop roadmap and time lines as implementation goals and objectives policies, and time document, launch progress and new consensusconsensus approach lines strategy, and tracking trends emerge systems

3-12 people 10-40 people 25-150 people 20-100 people

Conduct review and Assess potential consultation cycles Track changes Develop energy, contributions of with key in energy, Data environmental, and Analyse future technologies to stakeholders; refine environmental, and economic data to scenarios for energy future energy, roadmap and economic establish national and environment analysis environmental, and factors as roadmap baseline economic goals is implemented

Time Recurring 1-2 months 1-2 months 2-4 months 2-6 months Required (1-5 years)

6-14 months total

Note: Dotted lines indicate optional steps, based on analysis capabilities and resources.

Expert workshop and consensus activities

Expert workshops and consensus-building • define alternative technology pathways to activities form the core of an effective technology overcome barriers; roadmapping process. Workshops gather a cross- section of experts in technology, policy, economics, • develop implementation strategies with finance, social sciences and other disciplines to priorities for action. formulate roadmap goals and milestones, identify Building consensus across a broad cross-section gaps, determine priorities and assign tasks. Expert of experts helps to generate strong support judgement is also often needed to make choices for the roadmap and reduces the chance that a among possible scenarios or options revealed by major technology or policy issue is missed. This data and analysis activities. Structured vision and approach can also provide cost and time savings technology strategy workshops: during implementation because key stakeholders • build consensus on goals and targets; are already familiar with the roadmap. The greater involvement of people with diverse views, however, • evaluate and verify assumptions (such as can create a process that is more complex, takes technology costs or performance metrics); longer and requires more resources.

• identify key technical and institutional barriers; OECD/IEA,2010 ©

The Roadmap Development Process 5 Table 1: Expert workshop and consensus activities: points to consider

• Diverse technical expertise ensures fewer • Greater stakeholder involvement increases potential roadmap gaps. roadmap development time and requires more resources. • Critical market, policy and institutional factors should be considered. • Longer, more detailed stakeholder processes may make it more difficult to achieve • Broad consensus facilitates roadmap consensus. implementation.

• The roadmap should not rely solely on existing data and analysis.

Data and analysis activities

Expert judgement should be supported by sound analytical tasks add value to a roadmapping data and analysis to establish current baseline process, they are not required. An effective conditions, so that milestones and performance roadmap can still be developed using expert targets can be set and technology pathways defined judgement and consensus and by drawing from to achieve the roadmap goals. These tasks can be other sources, such as the IEA global technology accomplished by a team of analysts and technology roadmaps or roadmaps from other regions with experts with access to reliable data sources, similar characteristics. analytical and modelling tools, and technology performance characteristics. The extent of data Analysts and technologists should aim to effectively and analysis activities will vary depending on the link and integrate various data, models, forecasts amount and quality of available data, and the time, and technology portfolios into a comprehensive resources and the analytical capabilities available to framework to examine whether technology choices the roadmapping team. meet future energy needs. However, technology development and implementation does not take Effective starting points for analysis include sound place in a vacuum. Its success relies on supportive national baseline data on current energy supply by economic, technology and environmental policies fuel type, consumption by end-use sector, energy and the actions of a variety of key stakeholders costs and conversion efficiency. For more detailed including scientists, technology developers, analyses, national economic and demographic entrepreneurs, financiers and community leaders. models can be used to help forecast population and Accordingly, data and analysis should be a market growth that provide the basis for estimating supporting part of a larger process to ensure that future energy requirements. influential and informed leaders are included in roadmap development. Technology performance data enable analysts to examine alternative future energy supply portfolios The most effective roadmapping initiatives rely that use different levels of energy sources such upon sound data and analysis in combination with as fossil fuels, renewable energy and energy expert workshops to build consensus, thereby efficiency. Similar performance information on gathering the information needed for the roadmap end-use technologies can help define energy end- while also building awareness and support use consumption profiles. While these additional throughout the process. OECD/IEA,2010 ©

6 Energy Technology Roadmaps A guide to development and implementation Table 2: Data and analysis activities: points to consider

• Roadmaps based on strong analysis will • Conducting analysis in partnership with obtain consensus more easily. stakeholders maximises support from business, government and community leaders • Government-sponsored analysis requires but takes more time. fewer resources and can be developed more quickly but may ignore critical technology or • The data, models and analytic skills available market issues. may not be sufficient.

Planning and preparation phase

In the planning and preparation phase, the resources for the roadmap’s completion and organisation undertaking the roadmapping commit to implementing its findings. Ensuring initiative needs to answer several questions: such commitment is a top priority of the roadmap preparation and planning process, and forms • What are the boundaries of the roadmapping the foundation for a successful public-private effort? partnership to carry out implementation. In some cases, a political decision maker is the champion of • Which technology areas or classes will the the roadmap process and leadership commitment roadmap consider? Which energy sources or is secured. In others, the roadmap team must seek end-use sectors will be considered? such leadership support. • What is the time frame for the roadmapping To inform senior executives and policy makers effort? Is the roadmap a five-year plan, 20-year about the roadmap and to gain input and plan or a 50-year plan? commitment, a draft statement of purpose and • What is the current state of the technology scope should be prepared, accompanied by a under consideration (current installed base, short, clear presentation of materials for briefing potential energy savings, cost, efficiency, etc.)? senior managers – in person, if possible. Roadmap planners should consider asking senior stakeholder • How will the organisation conducting the representatives to approve the project and to roadmapping effort implement and use the participate in the process, for example by providing resulting roadmap? opening remarks at the first roadmap workshop. Doing so gives decision makers an immediate role • Will the roadmap be used primarily to guide and stake in the outcome of the roadmap process. national government decision making? Industry leaders can also provide staff-level experts • Will the roadmap need to engage the private to participate in the roadmap process. sector to achieve the stated goals? Appoint a steering committee • What existing tools or analysis, such as other Most successful roadmapping efforts are led by a roadmaps, can be used to influence scoping small steering committee whose members possess decisions? the knowledge and authority to make decisions The actions that follow can help organisations to regarding goals, scope and boundaries. They should answer these questions. have the ability to direct analytical efforts regarding baseline data requirements and the responsibility Ensure leadership commitment to define the body responsible for implementing the roadmap. The ideal size and composition of Even if a roadmap is well designed and has clear the steering committee should be determined by goals and committed participants, it still needs an considering how the roadmap will be implemented audience committed to implementing it. Senior and who must be involved. In roadmapping efforts industry executives and/or policy officials must that have been championed by a senior government be engaged in the process, as they can authorise decision maker, a committee of three to six key OECD/IEA,2010 ©

The Roadmap Development Process 7 decision makers is appropriate. For roadmapping a roadmap could involve representatives from efforts that lack such support, a larger steering national and local government agencies, private committee of six to 12 people may be needed to companies (both local and multinational), trade ensure that a range of interests are represented. associations, universities and environmental and consumer groups. The section should also include Develop a statement the types of experts that might be required in of purpose and scope science and engineering, technology transfer and commercialisation, business analysis and finance, To maintain focus throughout the roadmap public administration and policy analysis and development process, it is good practice to begin by education and outreach. developing a brief document of two to three pages that clearly and succinctly answers four questions: Conduct baseline research • Purpose: Why is the roadmap being developed? An energy roadmapping effort should begin by developing a baseline for energy supply and • Scope and objectives: What is the roadmap consumption. Baseline data development includes expected to do? a current situation analysis of the key factors • Process: How will the roadmap be developed? affecting the roadmap, such as energy supply and demand, economic growth, technology • Participants: Who will be involved? commercialisation and readiness, infrastructure development and needs, institutional capacities and This document serves as a valuable tool to help energy and environmental policies and regulations. the organiser to ensure that the roadmap remains Some countries may have detailed energy statistics committed to achieving the desired goals and to from which to develop the baseline, while others educate colleagues, managers, stakeholders and may need to rely on less accurate or comprehensive prospective participants. data sets. For countries that lack detailed energy The purpose section explains why the roadmap statistics, often one of the first activities proposed is being developed and the specific issues and is to develop more robust data collection and problems it is meant to address. For example, a assessment systems. roadmap can be intended to address a market sector (such as residential and commercial buildings); to accelerate adoption of certain technologies (such as efficient lighting or heating and cooling What if data for the situation equipment); or to achieve certain aims (such as analysis are not available? reducing greenhouse-gas emissions). Sometimes critical information on the The scope and objectives section explains what variables that affect the current status kinds of project the roadmap is expected to guide and future conditions may not exist or and over what time frame. For example, a roadmap may be difficult to obtain. The lack of this can focus on technology development to lower information poses a challenge to developing the cost and improve the performance of certain an effective roadmap. equipment in specific applications by a chosen time.

The process section explains how the roadmap In most roadmapping projects it is essential will be developed and includes the schedule for for the participants to have an equal and completion. For example, a roadmap process effective understanding of the current can include: a vision workshop of leaders from status as a baseline for structuring activities government and industry; a scenario analysis of and setting priorities. If such information is future conditions and possibilities; a roadmap not available at the outset of the roadmap workshop of practitioners from government and process, data collection and analysis should industry; and periodic update workshops during be developed as one of the initial roadmap implementation for monitoring, evaluation and activities and top roadmap priorities. mid-course corrections. See the appendix of this guide for resources The participant section explains the types of on international technology development organisations and individuals expected to be status and collaboration. involved in the roadmap process. For example, OECD/IEA,2010 ©

8 Energy Technology Roadmaps A guide to development and implementation The first step in developing a baseline is to create commercial buildings, numbers of appliances a list of the types of data needed to address the and other types of equipment, demographic purpose, scope and objectives of the roadmap. At information on the age and income structure of the highest level there are normally three broad the population, and factors that influence energy topic areas for situation analysis: technologies, consumption in buildings, such as climate. The markets and policies. However, additional detail is situation analysis for markets should also include typically needed to understand the state of low- information on the factors that are likely to affect carbon energy development today. Answering the the structure of the market and its participants, as following questions will result in the appropriate well as a summary of forecasts, projections and level of detail: expectations for the market sectors or segments.

• Which technologies will be addressed?

• In which market sectors or segments will the Information-gathering for technologies be applied? situation analysis • What public policies can help or hinder application of the technologies in the relevant Literature reviews market sectors or segments? Expert consultations with:

Organisations should be able to combine the • industry experts answers to these additional questions with the • university professors broader topic areas to form a coherent structure • independent consultants that can guide data collection and analysis. • other experts The aim of the situation analysis for technologies Additional consultations with: is to develop accurate information on the current status of costs, performance, technology readiness, • industry associations (for technologies manufacturers, vendors, market penetration and and markets) limitations. The situation analysis for technologies • government officials (for public policies) should also include a summary of forecasts or projections with information on the trends that Web searches of: are expected to affect the technologies. Other • vendor sites (for technologies) important sources include prior roadmaps on • trade association sites (for markets) relevant topics, including IEA roadmaps, and • ministry sites (for public policies) the work of other technology expert groups. For example, for a roadmap on combined heat and power it is important to have information on the capital and operating costs of prime movers such as The aim of the situation analysis for public policies reciprocating engines and gas turbines, efficiency is to develop accurate information on the current ratings for these devices, costs and performance of status and requirements of existing laws, regulations, heat recovery equipment and thermal management policy directives and other rules that affect the systems, and communications and controls technologies and markets in the roadmap. The equipment for grid integration, operations and situation analysis for public policies should also maintenance. include information on trends that are likely to lead to new policies or to prevent policies from being The aim of the situation analysis for markets is enacted. For example, for a low-carbon energy to develop accurate information on the current roadmap addressing transportation, information on status of the supply chain (suppliers, distributors urban air pollution levels and policies, regulations for and customers); number of companies; size of the electric power sector for plug-in electric vehicles the market and number of participants; energy and incentives for biofuels and hydrogen energy characteristics (production, delivery, storage and development are important factors to consider. consumption); and environmental impact (air emissions, water and land impacts, and resource issues and constraints). For example, for a roadmap Select stakeholders and experts involving the buildings sector, it is important to Selecting and engaging stakeholders and experts have information on the stock of housing and early in the process better informs the development OECD/IEA,2010 ©

The Roadmap Development Process 9 of the roadmap and raises the likelihood of buy-in and objectives of the roadmap as a guide, the and commitment once the document is written. For organisation and steering committee should choose vision workshops, it is typical to select 10 to representative organisations and individuals who 40 individuals to represent the senior leadership of could help to develop the roadmap. These should an industry group, technology area or public policy be people with appropriate levels of responsibility issue. For expert workshops, 50 to 200 practitioners and expertise who are well known by their peers. are usually recruited to provide input on barriers, If chosen properly, these stakeholders can serve needs and paths forward. as “roadmap ambassadors” who educate others about the content and process during the roadmap Identifying the roles and responsibilities of document review cycle and later during the organisations and individuals is an important first implementation phase. step in selecting stakeholders. Using the scope

Figure 3: Stakeholder involvements strategy

Steering group (3-12)

Expert workshop(s) (10-40)

Extended community (50-200)

Informed public (>500)

The roadmapping project leader must also identify partnership development and support, technology and engage a group of process and subject- assessment, market analysis, public policy and social matter experts, often with input and guidance science analysis. The capabilities of these experts from the steering committee. During the roadmap will depend on the purpose and scope of the development process, there is usually a need for roadmap, but it is important during the preparation people with expertise in such areas as energy process to identify these individuals and how to analysis and forecasting, workshop facilitation, include them.

Vision phase

Setting a vision is the process of defining the desired be accomplished without such analyses, modelling pathway for a technology’s deployment. This is a valuable tool for developing the vision and long- process includes modelling and scenario analysis, term goals of the roadmap. which are important tools used to define possible future states. Modelling assesses fundamental data Successful roadmapping processes often include on national population growth, shifting natural a vision workshop where leading experts meet resources and economic growth projections to to discuss and ultimately define by consensus suggest different energy futures and environmental the desired future state of the nation, sector or consequences of those futures. Such analyses organisation under consideration. Typical vision can also tell organisations what future states are workshop participants include government possible and/or likely to evolve. While visioning can leaders, senior industry representatives and leading researchers. At these workshops, participants OECD/IEA,2010 ©

10 Energy Technology Roadmaps A guide to development and implementation consider the trends that are driving the evolution the technology roadmaps developed by the IEA of low-carbon energy in their country or sector, contain scenarios for global markets broken down examine baseline data and scenario forecasts by region. In most cases, this level of analysis will for future developments, and then decide upon be too broad for a specific country or organisation’s long-term goals and objectives for growth of the roadmap. As a result, further analysis or other technology. approaches may be appropriate in order to break these scenarios down to reflect local energy supply At vision workshops, participants can use the and demand conditions, economic development results of data analysis to consider alternative circumstances, and energy and environmental scenarios and projections if available. It is important policies. to provide these results before the workshop so that participants have time to become acquainted When developing more specific, customised with forecasts. Scenario developers typically projections and scenarios as the primary mechanism present assumptions, methodologies and results for establishing the roadmap vision and long- at the beginning of the workshop to help ensure term goals, an organisation requires capabilities that participants have a common and consistent in energy and economic data analysis. If such understanding of scenarios and projections. In the capabilities are available, the scenario analysis can absence of such data, vision workshops rely on the be accomplished during the vision phase. If baseline collective expert judgement of the participants. data, models and analysis tools are not in place, the analysis is often carried out in the early stages of When using scenario analysis, it is often necessary roadmap implementation. In such cases, the initial to develop projections and forecasts that cover roadmap vision and long-term goals may need to be local energy and economic conditions, market refined once the roadmap is under way. realities and public policy priorities. For example,

Roadmap development phase

Once a vision is established, the roadmap in creating a workshop model that will deliver the development phase begins, drawing on analysis and desired results while also managing the human expert judgement to define the activities, priorities dynamics of dominant or timid personalities, or and time lines required to reach the desired vision. positioning based on specific agendas.

The mix of participants is arguably the factor that Hold a roadmap workshop or workshops determines the success and value of a roadmap Workshops are a way to gather the stakeholders and workshop. In addition to ensuring the right experts identified in the planning and preparation expertise is present, workshop organisers also need phase in one place to solicit their ideas through to balance organisational representation within and highly structured brainstorming and analysis across the industry, government, academic and sessions. For the more complex national-level NGO communities. Participants can be selected roadmaps, several workshops addressing different by the steering committee and invited by personal aspects of the problem and involving appropriate letter; open attendance workshops run the risk of expert groups are often held. For example, a becoming unbalanced or unmanageable and should first workshop may focus on technology issues be avoided. Roadmap workshops typically include and involve research scientists, engineers and 50 to 200 people and use parallel working sessions, technology developers, with a second workshop called breakout sessions, to allow participants more focusing on financial, policy and regulatory issues time to speak. Breakout sessions can be devoted to and involving bankers, regulators, policy makers, specific aspects of the overall topic (e.g., for a CCS advocacy groups and related stakeholders. workshop, three potential breakout topics could be carbon capture, carbon transportation and carbon One of the first steps is developing the workshop storage), or the breakout sessions can overlap in process, including identifying the framing topic and scope, which allows organisers to see presentations, discussion topics and questions, and how different groups of people answer the same the format for managing and recording participant questions. interventions. Facilitators can be engaged to assist OECD/IEA,2010 ©

The Roadmap Development Process 11 Before the workshop, the roadmap team should Prepare the draft roadmap document send to participants a background document that A milestone in any roadmap development process frames the main questions the workshop hopes is the point at which the analysis, modelling and to answer and includes a clear statement of the results from expert workshops are brought together workshop’s purpose, scope, process and expected in a draft document. This step is perhaps the easiest outcomes, as well as selected references. to describe – write a document – and yet the most challenging to perform. Roadmap authors are required to assess and combine a large amount of Elements of a roadmap workshop information in a way that tells a compelling story background document of possibilities and describes a rational, consistent sequence of activities that can lead to the desired future state. • Purpose and objectives • Expected outputs Roadmap documents can vary greatly in length (from 20 to 100 pages or more), in their amount • Agenda of quantitative detail and in the nature of their • List of questions to be answered text. The most effective roadmaps combine during discussions these elements with simple, compelling graphics that communicate key concepts to expert and • Scope and boundaries non-expert audiences alike. Most national-level • Guidance for how participants roadmaps are 30 to 60 pages long and contain can prepare some data without overwhelming readers with too much technical detail. Many roadmaps also provide • List of participants more detailed information for technical audiences • Links to relevant background documents by including links to additional data sources, analyses or reference documents in a dedicated • Logistical information appendix.

In drafting a roadmap, authors should keep a variety of audiences in mind. Overly technical, jargon- Roadmap workshops usually begin with a plenary heavy roadmaps are inaccessible to important session that familiarises participants with the topic financial, political or regulatory audiences. Likewise, and task at hand by presenting the results of the roadmaps that rely on complex legal language may baseline research, modelling and scenario analysis, be difficult to understand. Clear, concise, simple and the vision workshop, as well as other aspects language and figures are the most effective way of the issue. Facilitators finish this session with a to reach the full range of audiences needed to brief outline of the workshop’s logic process and implement a national roadmap. what is expected of the participants. Participants then often gather in smaller groups of 10 to 25 people who define the necessary activities and Conduct a roadmap review initiatives, estimate their timing and sequence for A carefully constructed review process maximises implementation and assign relative priorities. The the contributions and support of stakeholders workshop should conclude with a plenary session without becoming unmanageable. Once the first where participants can listen to reports from smaller draft of a roadmap is developed, a series of three groups and jointly discuss next steps. expanding review cycles can be used to involve experts or stakeholders who could not participate in It is essential to ensure that workshops are recorded; the roadmap’s initial development. this can be done in a variety of ways. If it is not done, the ideas generated at the workshop often First review fade with time and are difficult to reconstruct in the draft roadmap document. To encourage open Typically, a first draft roadmap is shared among and frank dialogue, many workshops are conducted all contributors to date (e.g., project champions, under the rule that specific comments will not be steering committee members, workshop attributed to individuals. participants) for review and comment. Although a few individuals who have not yet contributed to the roadmap effort may be included, the first OECD/IEA,2010 ©

12 Energy Technology Roadmaps A guide to development and implementation review is usually limited to those who have already roadmap help to confirm that it is complete, been involved. The draft roadmap is emailed to accurate and ready for publication. reviewers for comments with a deadline of two to four weeks. The draft usually remains a word The external review draft roadmap is usually processing document at this stage to facilitate easy presented in close-to-final format, in colour and commenting and revision, but it is helpful to include incorporating graphics and other layout elements. key charts or graphics to solicit comments on these, This helps reviewers to fully understand and too. appreciate the roadmap. A well-designed document gives a positive overall impression and shows that The roadmap developers collect and assess all the draft is near completion. comments and incorporate those that strengthen the draft. Different reviewers often provide As with the first review, the authors establish a clear conflicting comments and suggestions. Resolving deadline for comments, usually two to four weeks. such conflicts can be one of the most challenging Authors then assess and incorporate comments to and controversial tasks for the development team. produce a final draft roadmap, which is reviewed The origin of the conflicting comments determines by the roadmap sponsor or steering committee to the lengths to which the roadmap authors go resolve any final outstanding issues and approve to resolve them. In the most extreme instances, publication. authors engage in conference calls or in-person meetings, but consensus-based resolution is not always possible. In such instances, roadmap authors have two choices: (1) choose one position, Lessons learned: review cycles based on the views of the majority or the ultimate decision maker; or (2) present the opposing views • Conduct one review with roadmap in the roadmap, noting the minority viewpoint, if contributors and at least one external applicable. When an expert community is strongly review. and equally divided, further consensus-building • Engage wider audiences in later reviews is needed before publishing the final roadmap, to extend reach and gain additional through additional analysis, stakeholder meetings support. and other steps that bring the two sides closer. • Create clear timing for review comments; The authors then prepare a revised draft. The extent limit each review cycle to 2–4 weeks to of revision between the first and second drafts maintain progress. varies considerably, from minor wording changes to fundamental reorganisations and reassessments • Define in advance how you will resolve of goals and development pathways. This can be conflicting comments received during frustrating for the authors, but it is important to reviews, either through selecting one remember that the ultimate success of the roadmap position or documenting the minority will be measured by the actions it generates and view. the degree of alignment it creates among all stakeholders. It is better to uncover and address fundamental issues during the review cycles than after the roadmap is finalised and launched, so that the final roadmap benefits from maximum support and commitment.

External review The external review draft should be sent to a wider audience of subject-matter experts for review and comment. This second review cycle can engage as few as 10 reviewers or as many as hundreds. Whatever the number of reviewers, it is vital to seek responses from people who have not yet been involved in the roadmap process; they often bring fresh perspectives that can improve the document. External comments that verify and support the OECD/IEA,2010 ©

The Roadmap Development Process 13 Roadmap implementation and adjustment phase

Launching the roadmap and putting in place source of information about progress. However, tracking systems are the final steps in the roadmap given the broad scope of national-level technology implementation and adjustment process. roadmaps and the thousands of diverse stakeholders involved in implementation, it may be difficult for Launching the roadmap one organisation to track all initiatives. In many sectors, business competitors will pursue different Roadmaps can be formally launched in many approaches and will not share details about plans or ways. At a minimum, the intended audience progress for fear of losing a competitive advantage. of the roadmap must be made aware that the document has been finalised and is available. Such In the absence of full information about all efforts a launch typically includes a press release, selective under way, many roadmap implementation electronic distribution of the final roadmap and bodies conduct analyses and/or solicit expert accompanying materials, and public remarks views to understand how progress is evolving. by roadmap leaders at relevant meetings and Analyses should include monitoring leading conferences. National roadmaps that are expected energy, economic and environmental indicators to to influence broad communities receive more assess changes and trends towards or away from elaborate launches. Formal, high-profile events or roadmap goals. For example, if a roadmap states press conferences with speeches from dignitaries a 10-year goal of achieving a 20% reduction in and roadmap leaders can be accompanied by energy use, an implementation body can analyse commitments to action from key decision makers this metric annually to monitor progress, taking and widespread print, internet and radio/television annual reductions of 1% to 2% as a sign that coverage. Whichever approach is taken, the critical implementation is on track. outcome is awareness among those responsible for acting upon its recommendations. Another approach is to assign tasks to specific stakeholder groups in the roadmap, as is done in Begin implementation the IEA technology roadmaps. If consensus and support are obtained for such assignments during The final roadmap outlines a set of priorities – the development process, stakeholders will often research projects, technology demonstrations, accept and act upon tasks more reliably. This policy advances, regulatory changes and financial approach facilitates monitoring, as the actions of commitments – that are needed over a defined time frame to achieve the roadmap’s goals. The first the responsible stakeholder group can be tracked in stage of implementation is to begin those activities. a targeted way. The mechanics of funding research projects or Tracking is often performed at periodic roadmap pursuing regulatory changes is highly dependent on adjustment workshops, at which experts revisit an organisation’s unique characteristics and is not goals, priorities and time lines to determine the focus of this guide. Whatever the mechanism what changes should be made, if any. The of project initiation and management, engaging frequency of adjustment workshops depends on stakeholders to address near-term priorities is a key the rate of change being pursued; for national- first step in implementing the roadmap. level energy roadmaps, conducting workshops Because the steering committee typically consists every three to five years is appropriate. For of representatives from industry and government, it more rapidly developing economies or nations sometimes evolves into the body that oversees and that are making significant investments in their tracks implementation of the roadmap and initiates energy infrastructure, more frequent adjustment adjustments to the document as needed. The workshops may be justified. Whatever their implementation body is also commonly designated frequency, adjustment workshops are essential in as a specific organisation within the appropriate order to continue to engage the expert community ministry or industry sector organisation. in updating the roadmap as progress is made and more information becomes available. Many Monitor progress and adjust the roadmap roadmapping efforts fail because they do not reconsider their priorities on a regular basis, Ideally, the roadmap implementation body tracks causing 20-year plans to become irrelevant after the efforts of various stakeholders, gathers results as only a few years. projects are completed and serves as a centralised OECD/IEA,2010 ©

14 Energy Technology Roadmaps A guide to development and implementation Manage expectations Even the best implementation processes seldom Lessons learned: roadmap follow the roadmap completely. While a roadmap implementation and revision outlines the actions that should be taken to achieve specified goals, often the entire set of actions is not • Approach roadmapping as a “living implemented because of gaps in the stakeholder process” that continues past the group, incomplete information or, most commonly, roadmap’s initial publication. resource limitations. Often, only certain priorities • Plan a successful roadmap launch to build are acted upon while others are addressed in pieces awareness and create momentum needed or ignored. While a technology breakthrough, to stimulate action. regulatory update or policy innovation can lead to faster progress than anticipated, progress is often • Designate the roadmap implementation slower than envisaged in the roadmap. Rather than body early in the process. viewing such delays as failures, roadmap developers • Monitor key energy, environmental and should regard them as reflecting the limitations of economic indicators to track progress. long-term planning. Indeed, these limitations are among the most important reasons for regularly • Conduct regular roadmap revision adjusting a roadmap to maintain focus on its workshops to adapt roadmap goals and ultimate goals as situations evolve. priorities to changing circumstances. OECD/IEA,2010 ©

The Roadmap Development Process 15 Tailoring the Roadmap Process

There is no right way to develop a roadmap. Some Each approach has its merits and the organisation or processes engage large groups of stakeholders community responsible for developing the roadmap who spend long periods gathering many diverse must determine which one works best for their contributions and building consensus on priorities. situation. This section outlines the steps and key Others are developed by a small group of questions that national roadmapping leaders should knowledgeable analysts and experts who work consider in designing a roadmap process that will intensively for a short period to integrate available lead to the development and uptake of low-carbon data, analysis and insights into a logical framework. energy technologies in their country.

Key factors to consider

There are six vital aspects to consider when designing a roadmap process:

• Stakeholder participation

• Resource constraints

• Critical inputs

• Roadmap design

• Buy-in and dissemination

• Monitoring and tracking

A country can determine the best approach for developing a national energy roadmap by answering a series of critical questions for each factor, which are shown in the accompanying text boxes.

Identifying the level of stakeholder participation stakeholders may be less critical to the success of is the most important step in designing a roadmap achieving energy and carbon-reduction goals. For process. Strong central governments that have many countries, however, achieving national goals sufficient financial resources to fund technology is a shared responsibility of the public and private development and provide supporting economic sectors. Neither the government nor industry has and energy policies can often pursue shorter sufficient expertise or financial resources to research, processes with a smaller number of stakeholders. develop, implement and track technology progress. The funding resources of the government can In these cases, a roadmap process that includes wide provide the necessary stimulus to attract market stakeholder participation in expert workshops is vital participants and spur technology development to build support for implementation. and implementation. The involvement of external

Stakeholder participation

• Who will set roadmap goals and milestones?

• Who will be responsible for ensuring goals are met?

• What human resources are available to accomplish roadmap activities and priorities?

• Who will be responsible for carrying out activities?

• Which stakeholders will be critical for ensuring roadmap success? OECD/IEA,2010 ©

16 Energy Technology Roadmaps A guide to development and implementation Resource constraints may also shape the roadmap experts. A process that relies more heavily upon a development process. Developing and maintaining cross-section of expert judgement requires time the roadmap requires funding, personnel, skills, to identify and convene technology and energy tools and time. An analysis-driven roadmap process experts, skilled facilitators to guide diverse groups needs skilled analysts with expertise in energy and to consensus, personnel to manage the overall economic modelling; appropriate funding to gather, process and funding to support the development model and analyse data; and access to technology effort.

Resource constraints

• What skills and tools will be needed to prepare the roadmap?

• What funds are available to develop the roadmap?

• Is there enough time for broad stakeholder engagement?

• Are sufficient personnel available to manage and implement the roadmap development process?

• Are appropriate data and analytic tools available to support analysis?

A technology roadmap requires certain critical on expert judgement requires the involvement of inputs to establish a sound baseline of current key technology, policy and business leaders with energy use, provide a basis for defining future the insights, experience and knowledge needed to technology and carbon targets and evaluate set quantitative carbon reduction targets, evaluate technology choices. For an analysis-driven future scenarios and assess alternative technology roadmap, the process requires reliable national portfolios. Contributions from other stakeholders, energy data, modelling and analysis tools and such as community leaders and technology capabilities, and detailed engineering and cost developers, may be needed to ensure effective performance information for competing energy technology absorption and acceptance. technologies. A process that relies more heavily

Critical inputs

• What data are needed to establish baseline conditions, set goals and targets, and prepare forecasts?

• Are essential analytic capabilities and tools available to evaluate alternative scenarios?

• What technical expertise is needed to evaluate technology performance and limitations?

• Which regulators and policy leaders can provide insight on factors affecting technology adoption?

Tailoring the Roadmap Process 17 The roadmap design includes the type of out that shows technology penetration rates and information contained in the roadmap and how corresponding carbon emission reductions. The it is used to achieve results. The most effective ideal roadmap includes enough detail to identify technology roadmaps contain date-based, the specific technologies that will be adopted; their quantitative goals and milestones that enable contribution to meeting energy, environmental the country to articulate and build support for its and economic targets; and the respective roles and energy and environmental policies. They present responsibilities of the partners and organisations these on a time line showing advances sought in that will fund, develop and implement them. the near, medium and long term. The IEA roadmaps accomplish this visually using a four-page fold-

Roadmap design

• Will goals and milestones include date-based, quantitative targets?

• What information must be included in the roadmap?

• What level of detail is needed for effective implementation and action?

• What supporting information and data are needed?

• Will activities be assigned to organisations for action?

The approval and dissemination of a roadmap the process with particular attention to how the is particularly important. The wide scope and document and results will be shared with a large considerable time needed to adapt a country’s community and the public. Key messages need to economy and energy profile to a low-carbon future be developed, with special attention given to using require the co-operation and co-ordination of many appropriate communication media. Countries must government, industry and community partners. determine what resources and skills will be needed Approval should be built into the roadmap design for effective outreach, which stakeholders and by engaging the needed technologists, policy groups are most critical to reach and how the value leaders, scientists and business leaders early in the of the roadmap can be reinforced. process. Engagement should continue throughout

Buy-in and dissemination

• How will the roadmap be communicated to convey key messages and engage critical partners?

• What methods and media will be used to disseminate the roadmap and build support for its goals?

• What key stakeholder groups need to be reached and what is the best mechanism for reaching them?

• What techniques will be used to reinforce the value of the roadmap and create buy-in?

18 Energy Technology Roadmaps A guide to development and implementation Although often overlooked, monitoring and performance and market penetration rates creates tracking of the roadmap is essential to ensure that a way to measure roadmap progress at different desired outcomes are achieved. The long timeframe points in time and make adjustments based on required to develop and integrate low-carbon new data and information. A good technology technologies into a country’s economic system roadmap also defines the critical metrics used to increases the likelihood that market and technology measure progress and indicate the data sources they conditions will change, which may alter the relative are drawn from. In any process, a deliberate plan attractiveness of competing energy choices. The use should be developed to monitor, track, update and of date-based milestones that specify technology maintain the roadmap throughout its lifecycle.

Monitoring and tracking

• Who will be responsible for tracking progress towards roadmap goals and milestones?

• What data and analysis tools will be needed to create and track roadmap metrics?

• What new information will be needed to adjust technology scenarios as time advances?

• Who should be involved in re-evaluating technology pathways at regular intervals?

Tailoring the Roadmap Process 19 Appendix: International Technology Collaboration

The following information regarding energy technologies. The APP focuses its efforts through Task technology collaboration efforts is taken from Forces, which incorporate a public-private partnership Global Gaps in Clean Energy RD&D, published by model that brings together industry leaders and OECD/IEA in 2010. stakeholders with governments from the partner countries. The APP facilitates technology and best Several multilateral initiatives have emerged practices transfer through discrete projects and defined in recent years to facilitate collaboration on areas of co-operation. There are eight public-private cross-cutting technologies, including the IEA Task Forces, including five energy intensive sectors Implementing Agreements (now also known as (Aluminium; Buildings and Appliances; Cement; Multilateral Technology Initiatives), the Asia-Pacific Coal Mining; and Steel) and three energy supply Partnership and the European Union’s SET Plan, sectors (Cleaner Fossil Energy; Power Generation and described below. Transmission; and Renewable Energy and Distributed Generation). The 41 multilateral technology initiatives (Implementing Agreements [IA]) supported by the IEA Proposed new multilateral technology collaboration are a flexible and effective framework for IEA member initiatives include the IEA’s Low-Carbon Technology and non-member countries, businesses, industries, Platform, the UNFCCC’s Technology Mechanism and international organisations and non-governmental the Major Economies Forum Global Partnership. organisations to research breakthrough technologies, bridge existing research gaps, build pilot plants and In addition to these crosscutting multilateral carry out deployment or demonstration programmes. initiatives, many technology-specific initiatives The IAs encourage technology-related activities have emerged to focus international collaborative that support energy security, economic growth and efforts in these areas. A partial list is provided in the environmental protection. All of the IEA Implementing sections that follow. Agreements manage joint research programmes; countries and private organisations can participate in joint research on specific projects of interest. Advanced vehicles (www.iea.org/techno/index.asp.) The Advanced Vehicle Leadership Forum The European Union’s Strategic Energy (AVLF) is a new global effort that will bring Technology Plan (SET Plan) comprises measures together governments, cities, auto manufacturers, related to planning, implementation, resources electric utilities and other stakeholders to create and international collaboration in the field of a systematic effort to share information and energy technology, with the aim of accelerating planning on global development of electric the development and deployment of cost- vehicles (EV) and plug-in hybrid electric vehicles effective low-carbon technologies. The SET Plan (PHEV). Among other things, the AVLF will objectives are to bring new energy technologies address technical standards and practices; assess to the market by 2020 while investing in longer current and potential domestic and international term (to 2050) research and development (R&D) joint RD&D efforts, in particular, multi-country and to put European industry in a lead position demonstration projects; and explore opportunities worldwide while making the transition to a low- to initiate public, private and public-private R&D carbon economy by 2050. Priority technologies collaborations in the near term. include: electricity grids, wind, solar energy (PV and concentrating solar power [CSP]), bioenergy, CCS The Global Fuel Economy Initiative works to and nuclear fission. The plan also includes a new achieve a 50% reduction in global fuel economy Smart Cities initiative, focused on energy efficiency by 2050 by promoting research, discussion and in European cities. The SET-Plan is complemented action to improve fuel economy worldwide, with a by technology-specific platforms and industrial focus on raising awareness and capacity building. initiatives that engage the private sector. (www.50by50campaign.org.) (http://ec.europa.eu/energy/technology/set_plan/set_ plan_en.htm.) The Implementing Agreement for Co-operation on Hybrid and Electric Vehicle Technologies and The Asia-Pacific Partnership on Clean Development Programmes (HEV IA) recently released a study and Climate (APP) includes Australia, Canada, that provides practical advice for deployment. The China, India, Japan, Korea and the United States. study found that developing closer partnerships These countries are working together to accelerate between automakers and power utilities was development and deployment of low-carbon energy essential, particularly to better target consumer OECD/IEA,2010 ©

20 Energy Technology Roadmaps A guide to development and implementation education. The study also found that the cost of and thermal gasification. A recent study reviewed public recharging infrastructures far outweighed technical challenges facing second-generation the cost of deployment. The 14 member countries biofuels, evaluated their costs and examined of the HEV IA are also examining electric cycles, current policies to support their development. A electrochemical systems, fuel cells for vehicles and complementary study evaluated the gaps in current heavy-duty hybrid vehicles. (www.ieahev.org.) research for production of second-generation biofuels; it found the main research gaps to be The Implementing Agreement for a Programme catalysts and biocatalysts, feedstock preparation of Research, Development and Demonstration on and processing and systems integration. Advanced Fuel Cells (AFC IA) encompasses mobile (www.ieabioenergy.com.) and stationary applications of polymer electrolyte, molten carbonate and solid oxide fuel cells. Current The Global Bioenergy Partnership (GBEP) brings projects include measurement and monitoring together bioenergy stakeholders to organise, techniques, exchange of information on cell, stack co-ordinate and implement targeted international and system performance, collaboration on the RD&D and commercial activities related to development of new procedures and models and production, delivery, conversion and use of information sharing on application requirements. biomass for energy, with a focus on developing Nineteen countries participate, including Mexico. countries. The GBEP has made progress developing (www.ieafuelcell.com.) sustainability criteria, as well as indicators and a methodological framework for measuring The Implementing Agreement for a Programme greenhouse-gas savings. Technology co-operation of Research and Development on Advanced among governments on the co-ordinated Materials for Transportation Applications (AMT development and implementation of national IA) co-operates internationally to share information bioenergy technology action plans for RD&D on technologies to reduce surface friction and represents a new focus area, which aims to ensure weight, for example through the use of magnesium the co-ordination of international RD&D efforts alloys, low-cost carbon fibres and nano-composites. and to seek opportunities for joint RD&D projects. There are currently five countries participating, (www.globalbioenergy.org.) including China. (www.iea-ia-amt.org.) The APEC Biofuels Task Force helps Asia-Pacific Economic Co-operation member economies better Bioenergy understand the potential for biofuels to displace oil in transport. It focuses on joint analysis of key issues The primary focus of the Implementing Agreement affecting the development of biofuels, such as for a Programme of Research and Demonstration resources, economics, infrastructure, vehicles and on Advanced Motor Fuels (AMF IA) is to facilitate trade opportunities. the market introduction of advanced motor fuels (www.biofuels.apec.org/task_force.html.) and related vehicle technologies in IEA member countries. The AMF IA provides a platform for fuel The European Union Biofuels Technology analyses and reporting, drawing on the expertise of Platform engages with biofuels stakeholders, its 16 Contracting Parties. In addition to a current research projects funded by the European project assessing the emissions from use of ethanol Commission and global biofuels organisations as a motor fuel, the AMF IA is also conducting in a range of activities relevant to the RD&D of research on biomass-derived diesel fuels, fuel and sustainable advanced biofuels in Europe. The technology alternatives for buses and particle platform produces a strategic research agenda and emissions of two-stroke scooters. conducts mapping of research and demonstration (www.iea-amf.vtt.fi.com.) activities. (www.biofuelstp.eu.)

The Implementing Agreement for a Programme of Research, Development and Demonstration on Bioenergy (Bioenergy IA) has 22 Contracting Parties, including Brazil, Croatia and South Africa. The Bioenergy IA focuses on the full range of bioenergy RD&D, including biomass combustion and co-firing, feedstocks, sustainable production, biorefineries, liquid biofuels, biogas, pyrolysis OECD/IEA,2010 ©

Appendix: International Technology Collaboration 21 of CO with other air pollutants; co-gasification Carbon capture and storage 2 and indirect co-firing of coal and biomass; the The Carbon Sequestration Leadership Forum performance and risks of advanced pulverised coal (CSLF) is a multilateral effort designed to advance plants; and underground coal gasification. (www. CCS as a viable greenhouse-gas mitigation iea-coal.org.uk.) technology. The CSLF’s Technical Group fosters RD&D for CCS projects reflecting its members’ priorities, working with industry, government and Energy efficiency in academic experts. (www.cslforum.org.) buildings and industry The European Union Zero Emissions Programme (ZEP) provides advice on technical, policy and The IEA Implementing Agreements are important commercial matters related to expansion of CCS areas of existing collaboration in the buildings to meet EU targets. The ZEP involves industry sector. The current buildings-related IAs are: and other stakeholders on all technology issues, • Implementing Agreement for a Programme including recommendations for next-generation of Research and Development on Energy CCS technologies, taking into account experience Conservation in Buildings and Community gained from the EU CCS Demonstration Systems (ECBCS IA), (www.ecbcs.org). Programme. • Implementing Agreement for Co-operation on The Implementing Agreement for a Co-operative Technologies and Programmes for Demand-Side Programme on Technologies Relating to Management (DSM IA), (www.ieadsm.org). Greenhouse Gases Derived from Fossil Fuel Use (GHG IA) has been a leading forum for global • Implementing Agreement on District Heating RD&D collaboration for CCS for several years. and Cooling, including the Integration of Recent studies have evaluated saline aquifer Combined Heat and Power (DHC IA), storage development, carbon dioxide (CO ) capture 2 (www.iea-dhc.org).

in the cement industry and global CO2 storage capability in oil and gas fields. The GHG IA also • Implementing Agreement for a Co-operative operates several CCS research networks, including Programme on Efficient Electrical End-Use

information sharing on CO2 capture methods and Equipment (4E IA), (www.iea-4e.org).

on various aspects of CO2 storage (risk assessment, well-bore integrity, monitoring, modelling and • Implementing Agreement for a Programme environmental impacts). (www.ieagreen.org.) of Research and Development on Energy Conservation through Energy Storage (ECES IA), The Global CCS Institute (Global CCS Institute) (www.energy-storage.org). was launched in 2009 by the Australian government as an international centre for CCS. Its primary focus • Implementing Agreement for a Programme of is on accelerating deployment through large-scale Research, Development, Demonstration and demonstration. Global CCS Institute activities Promotion of Heat Pumping Technologies (Heat include knowledge sharing, strategic analysis to Pumps IA), (www.heatpumpcentre.org). fill gaps in knowledge and project funding and • Implementing Agreement for a Programme to support. Develop and Test Solar Heating and Cooling Systems (SHC IA) (www.iea-shc.org).

Cleaner coal The Implementing Agreement for Industrial Energy-related Technologies and Systems The Implementing Agreement for a Programme (IETS IA) aims to accelerate research into cost- of Research, Development and Demonstration on effective industrial technologies and system Clean Coal Sciences (CCS IA), operating on behalf configurations. The IETS IA currently focuses on the of IEA member countries and external organisations, energy-intensive process industries and technology offers an authoritative source of reports, in-depth areas, but is moving to expand research in other reviews and databases on the energy-efficient and industrial sectors and to facilitate co-operation environmentally sustainable use of coal (including among industrial RD&D disciplines. There are co-firing coal with waste or biomass). Recently currently 11 participants. Selected research released reports cover topics such as the capture projects include energy-efficient separations OECD/IEA,2010 ©

22 Energy Technology Roadmaps A guide to development and implementation systems; energy-efficient drying and dewatering Renewable energy technologies; industry-based bio-refineries; and membrane technologies. (www.iea-iets.org.) The Implementing Agreement for Co-operation in the Research, Development and Deployment of The International Partnership for Energy Wind Energy Systems (Wind IA) is one example of Efficiency Co-operation (IPEEC) was created in international wind energy technology collaboration. 2009 to identify areas of joint actions to maximise The Wind IA includes national technology experts the impact and synergies of individual national from over 20 countries, who together developed a actions. The IPEEC intends to enable joint R&D coherent research programme in several important into key energy-efficient technologies, including areas until 2013. Featured research topics include: application in developing countries. In addition, the integrating electricity produced from wind into IPEEC aims to exchange information on measures power networks; offshore wind development; that can strengthen public-private co-operation small wind turbine quality labelling; wind energy to advance energy-efficient technology research, in cold climates; wind tunnel measurements and development, commercialisation and deployment. improvement of aerodynamic models. (http://ipeecshare.org.) (www.ieawind.org.)

The Sustainable Buildings Network (SBN) was In Europe, the Wind Energy Technology Platform created in 2009 at the G8 Summit in Italy. A (TPWind) builds collaboration among industry collaboration between major economies, the SBN is and public sector participants and is also one of a a network of networks managed by the Renewable range of different technology platforms established Energy and Energy Efficiency Partnership (REEEP) that in partnership with the European Commission with aims to identify policies to improve energy efficiency cross-cutting activities. TPWind has developed a in buildings in different regions around the world. research agenda and market deployment strategy It also serves as a reference portal for information up to 2030, which provides a focus for EU and on energy efficient practices and use of renewable national financing initiatives, such as the multi- energy in buildings. During 2010-12, the SBN will focus billion euro European Wind Initiative, established on three topics: intelligent architecture in tropical under the European Strategic Energy Technology regions, zero-energy buildings and policy packages plan. A German-Danish-Swedish Co-operation for existing buildings. (www.reeep.org/43.16674/ Agreement exists with specific focus on offshore sustainable-buildings-network-keeping-it-cool- wind energy RD&D. intelligent-architecture-for-tropical-buildings.htm.) The Global Wind Energy Council (GWEC) is a wind industry trade association, providing a Nuclear energy representative forum for the wind energy sector at the global level. Its focus is on policy analysis, The IEA has nine Implementing Agreements trends and outreach to emerging markets. dedicated to different aspects of collaborative RD&D for nuclear fusion. To view their work The Implementing Agreement for a Co-operative programmes, see: Programme on Geothermal Energy Research ww.iea.org/techno/technologies/fusion.asp. and Technology (Geothermal IA) aims to raise awareness about geothermal technology, ITER is an international project to design – and geothermal resource potentials, environmental and build – an experimental fusion reactor that aims to social benefits and the lack of demonstration plants produce up to 500 MW from fusion power. While through collaborative RD&D. Current research ITER enables an integrated fusion experiment and projects include efforts to investigate advanced testing environment, several key elements needed geothermal drilling techniques, the direct use of for power generation have yet to be developed geothermal energy and enhanced geothermal before building a demonstration reactor (referred to systems. (www.iea-gia.org.) as DEMO), which aims to produce electric power in the gigawatt range. These key elements for power The International Geothermal Partnership (IPGT) generation are currently being researched in the brings together representatives from Australia, national research facilities of the Contracting Parties Iceland and the United States to accelerate the to the IEA fusion IAs under the guidance of the IEA development of geothermal technology. The IPGT Fusion Power Co-ordinating Committee. The fusion provides a forum for government and industry IAs have proven to be highly effective in facilitating leaders to co-ordinate efforts to develop new advances in fusion energy research. (www.iter.org.) technologies and pursue projects. Partners share OECD/IEA,2010 ©

Appendix: International Technology Collaboration 23 information on results and best practices to avoid The Implementing Agreement for Co-operation blind alleys and limit unnecessary duplication. on Technologies and Programmes for Demand- (http://internationalgeothermal.org.) Side Management (DSM IA) works on electricity load shaping and load levelling. Load shaping The Implementing Agreement for a Co-operative enables the control of electricity demand in order Programme on Hydropower Technologies and to avoid inefficient and costly overload peaks. Programmes (Hydropower IA) aims to enhance the Load levelling is accomplished by storing excess development of sustainable hydropower by carrying electricity during periods of low demand and out research and programmes that disseminate through the implementation of energy efficiency. balanced and objective information. Research The DSM IA’s work is focused on the customer: entails the exchange of small hydro information relevant tasks include work on integration of and technology; policy and innovative technical DSM, energy efficiency, distributed generation applications; documentation of hydropower good and renewables and micro-demand response and practice; and integration of wind energy into energy savings. (www.ieadsm.org.) hydropower systems (in partnership with the IEA Wind IA). (www.ieahydro.org.) A key objective of the Implementing Agreement on Electricity Networks Analysis, Research and The Implementing Agreement for a Co-operative Development (ENARD IA) is to enhance the Programme on Ocean Energy Systems awareness of policy makers of the importance (OES IA) involves collaborative RD&D on ocean, of electricity networks in meeting energy policy wave and tidal current technologies, as well as objectives. The ENARD IA develops new operating ocean thermal energy conversion technologies procedures, architectures, methodologies and and salinity power. Ongoing projects include technologies in a comprehensive and unbiased monitoring efforts for ocean, wave, tidal form to its four key stakeholders: governments, and current energy systems; development of policy makers, power utilities and power recommended practices for evaluating ocean engineering equipment producers. The ENARD IA energy systems; and the grid connection and organised its activities in four annexes: work on integration of ocean energy systems. information collation and dissemination; distributed (www.iea-oceans.org.) generation system integration; infrastructure asset management; and transmission systems. The International Renewable Energy Agency (www.iea-enard.org.) (IRENA) is an intergovernmental organisation established in 2009 that today has over 140 country A core function of a new electricity grid is energy signatories. The IRENA promotes increased adoption storage. The objective of the Implementing and sustainable use of all forms of renewable energy Agreement for a Programme of Research and by facilitating access to information, including Development on Energy Conservation through technical, economic and renewable resource Energy Storage (ECES IA) is to develop advanced potential data. The Agency also shares experiences thermal and electrical energy storage and serve on best practices and lessons learned regarding as a platform to share knowledge and experiences policy frameworks, capacity-building projects, about demonstration projects. Its work includes available finance mechanisms and renewable promotion of standards, demonstration plants, in energy-related energy efficiency measures. situ measurements and design tools. (www.irena.org.) The Implementing Agreement for a Co-operative Programme for Assessing the Impacts of High- Smart grids Temperature (HTS IA) is an R&D platform for high temperature superconductivity, a technology that The IEA Electricity Co-ordination Group facilitates can transport current with low losses and a very high cross-sectoral efforts in the electricity sector power density. The aim of the HTS IA is to evaluate by numerous IAs. In the most recent meeting the impacts and benefits of HTS and to identify (April 2010), it was decided that co-ordination was barriers. Select HTS IA RD&D projects include needed for smart grids. This co-ordination has alternating current losses and HTS, fault current resulted in several joint initiatives among electricity- limiters, simulating HTS using electromagnetic related IAs, including some of the activities transients programmes and superconducting outlined below. motors. (www.superconductivityiea.org.) OECD/IEA,2010 ©

24 Energy Technology Roadmaps A guide to development and implementation Solar energy

The Implementing Agreement for a Co-operative Programme on Photovoltaic Power Systems (PVPS IA) is one example of international PV energy technology collaboration. The PVPS IA includes technology experts from 23 countries developing a collaborative research programme concerning the cost reduction of PV power applications and the removal of technical and non-technical barriers to deployment. Current collaborative RD&D projects include: hybrid systems within microgrids; PV for developing countries; environmental health and safety; urban PV applications; and very large-scale PV systems. (www.iea-pvps.org.)

Since its inception in 1977, the Implementing Agreement for Solar Power and Chemical Energy Systems (SolarPACES IA) has been an effective vehicle for international collaboration on CSP. The SolarPACES IA START teams (Solar Thermal Analysis, Review and Training) have carried out missions to support the introduction of CSP to developing countries. By sending international teams of experts, independent technical advice was made available to interested countries, including Egypt, Jordan, Brazil and Mexico. In solar chemistry research, SolarPACES IA has succeeded in building up and supporting international interest in longer term RD&D. The current SolarPACES IA work programme includes tasks related to solar thermal electric systems, solar chemistry research and solar energy and water processes and applications (www.solarpaces.org.)

The Implementing Agreement for a Programme to Develop and Test Solar Heating and Cooling Systems (SHC IA) conducts collaborative international research, development and testing of hardware, materials and design tools. Highlighted projects include: the potential for solar heat in industrial processes; housing renovation with solar and energy efficiency; compact thermal energy storage; polymeric materials for solar thermal applications; PV and thermal systems; solar air conditioning and refrigeration; solar energy and architecture; and net zero-energy solar buildings. (www.iea-shc.org.)

The International Solar Energy Society (ISES) is a UN accredited NGO which brings together industry, science and politics and aims to create international structures to facilitate co-operation. The ISES supports its members by, among other things, stimulating and encouraging fundamental and applied research in solar energy. (www.ises.org.) OECD/IEA,2010 ©

Appendix: International Technology Collaboration 25 Acknowledgements

This publication was prepared by the International contributions, in particular Kat Cheung, Energy Agency’s Energy Technology Policy Joana Chiavari and Steve Lee. IEA’s Annette Division. Bo Diczfalusy, Director, Sustainable Hardcastle edited the document and Bertrand Technology Policy Directorate, and Peter Taylor, Sadin, Muriel Custodio and Delphine Grandrieux Division Head, provided leadership throughout developed the final layout and design. Thanks the project. Tom Kerr was the lead author for this are also due to consultant Nexight Group, who document. IEA colleagues provided important provided initial drafting and layout services. OECD/IEA,2010 ©

26 Energy Technology Roadmaps A guide to development and implementation

guide to development and implementation development a guide to Roadmaps Technology Energy

International Energy Agency www.iea.org

For more information Please visit www.iea.org/roadmaps to learn more about the International Energy Agency technology roadmapping activities.