What is the current strategy for expanding the hydrogen infrastructure network?

Our strategy now is to transition from launching the market to designing a self-sufficient market that doesn’t require a strong government push, but which operates via a market pull mechanism. We recently published our 2030 Vision, which details what a self-sustaining market looks like, when we could get there, and outlines some of the metrics along the way. Next year, we will release an update or addendums to our 2030 Vision, providing specific actions we want to take. Everything we are doing now amounts to transitioning to scale at speed.

California is one of the most advanced states on the planet in terms of hydrogen infrastructure. What factors account for this success and can it be replicated elsewhere in the world?

The biggest factor is commitment: California has always committed to strong, aggressive environmental goals. The state’s commitment to hydrogen and fuel cell technology has allowed us to get where we are today. To develop hydrogen, it takes strong leadership, good planning and commitment to provide the necessary resources. I think this is a model that others can follow, but everyone needs to develop their own approaches and methods to get there. Lately, we have seen the market start to take off globally.

How would you inspire commitment among your members?

Opening of a new hydrogen station. Credit: CaFCP

I think we have to show them value. Whether for the consumer or the next partner that can help us resolve a challenge, there is an opportunity to show hydrogen as a value product in several ways to get them on board, especially in terms of new objectives like California’s 100% renewable target.

What’s exciting for me is seeing how hydrogen-powered transportation is just one small piece of a larger energy transformation.

Now that we are circling around larger numbers, such as the 1,000 stations outlined in our 2030 Vision document for California, there is a business case for supply chain manufacturers to invest in developing better technology in order to be a part of this movement.

What are the next big steps?

We have a vision now of where we want to go, so the next step is to identify specific actions to make that happen. The three that jump out are putting in place a policy environment that is conducive to the market and gets private investment flowing in terms of scaling up the activities; next, we need to look at the production of new dedicated hydrogen, especially on the renewable and decarbonized side; and thirdly, we need to get our statewide network of stations up and running. That has been our limiting factor here in California, and that is the piece that will make it exciting and tangible not just for market stakeholders, but also for consumers to go into their dealership and purchase vehicles.

How has the hydrogen fuel station network grown in California to achieve that goal?

We now have 39 retail hydrogen stations open and operating, with another 25 in development. The 1,000 hydrogen stations we are targeting are placed strategically around the state. This would provide nearly all Californians with access to purchase a fuel cell vehicle and use it just as they would a gasoline vehicle.

Is it safe to build hydrogen stations so close to where people live?

Yes, we have all the necessary safety codes and standards in place. People are used to gasoline and diesel, while hydrogen has a newness and unfamiliarity about it. By nature all energy has the power for danger if not handled properly, yet I would feel more comfortable with a non-toxic element like hydrogen, than trying to market gasoline or diesel today if it had to start over.

What measures do you think can bring down the cost of delivering hydrogen in order to expand fueling infrastructure?

The number one way to bring down costs for hydrogen or the components of fuel cells is scale. We are now looking at new market approaches to secure private investment, because that will create a sustainable market over time. We are also seeking to implement technical change, notably by exploring liquid hydrogen or pipeline use, in order to reach our goal.

What can be done to lower the cost of producing hydrogen from renewable sources?

Hydrogen & Fuel Cells North America at Anaheim Convention Center, California Credit: CaFCP

One of the more interesting avenues for lowering the cost of renewable hydrogen is to focus on the synergies between hydrogen and electricity. In California we have a new 100% renewable goal for the electric market. As we work towards that side of the energy transition, we will find that hydrogen offers a very clear opportunity and value, in terms of storage, grid resiliency and penetration of renewables into areas where electricity alone is not enough. I think that will be an exciting time for us, as we find that hydrogen and electricity as energy carriers have the potential to take us farther than either one could on its own. At the same time, it will be challenging since it’s a whole group of stakeholders who have never played in the same sandbox before. That means we will need to interact and listen in order to understand each other, identify the values and opportunities, and overcome the challenges along the way.

You stated the initial question for you was finding out whether hydrogen could replace gasoline. What would your answer be today?

Yes, absolutely! We can replace conventional fuel vehicles with hydrogen fuel cell vehicles, from individual light-duty passenger cars all the way up to fleets of medium and heavy-duty vehicles. It’s wonderful to see the heavy-duty sector come in rapidly behind light-duty, and make the transition much faster than we were able to do at the beginning of light-duty, since much of the groundwork is already done.

A Hydrogen Council report indicates that the combined tally of goals by governments could reach about 3,000 total hydrogen stations and support a total of 2 million hydrogen fuel cell vehicles by 2025. Is this a realistic goal in your view?

It’s challenging, but it’s realistic. To help us get there, we will need to count on new players from across the supply chain, including public and private entities. Going back to what we’ve seen in California, I think it takes those three elements of resources, planning and leadership to do it. What is really exciting is to see the formation of the Hydrogen Council providing that leadership on a global scale, and already seeing a positive reaction in that it is spurring more in California as far as the planning and resources that we need at the local level to make that happen. It is absolutely challenging, but at the same time it is inspiring and puts more excitement into the efforts underway.

What obstacles will need to be overcome to achieve this goal by 2025?

I look at this question in two different ways. The main one is securing leadership and commitment in a broader stakeholder base throughout the world. There have been pockets in California, Europe, Japan and other areas who have been working on this and shown leadership in various ways. But, here in the US, we have 50 states, so we’re going to have to bring in 49 other states, many of whom know little about hydrogen, as well as the various stakeholders in the market. The other big challenge is reaching scale. It’s going to be challenging to put aside some of the success we have had, in order to think new and differently to reach our ultimate goal.