Learnings

Outcomes

Value tracking

                                           Data Point                                        Data Point Definition

Maturity                        TRL2-3                                       Project output at concept phase: training materials & methodologies not                                                                                 yet developed

Opportunity                   100% Asset classes                      Roadmap output applies across the transmission and GDN businesses

Deployment costs            £0                                             More work needs to be done to develop training materials: nothing can                                                                            be deployed as an immediate result of the project outputs

Innovation cost               £410,168.04                               Combined cost of NIA project

Financial Saving              £0                                             Training requirements will have a financial burden, but is essential for                                                                                      safety

Safety                            33% improvement                       Output provides a roadmap for ensuring hydrogen trained personnel    

Environment                   0kg CO2 saving                           No CO2 saving as a result of project outcomes

Compliance                    Supports compliance                   Output provides roadmap for ensuring personnel are trained and able to                                                                                 work safely

Skills & Competencies      

Future proof                   Supports business strategy           Project outcomes provides output that supports the transition to                                                                                              hydrogen                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                           

The benefits of having the competence framework are the ability to operate and manage a safe hydrogen transportation infrastructure and operation.  Without competent personnel throughout the organisations involved, it is hard to imagine a Safety Case being approved by the Regulator.  Therefore, rather than a consideration of whether such a framework is necessary, the reality is about how such a framework may be developed and delivered in the most effective and efficient way.

With the framework in place, the benefits will be realised through its implementation and roll out.  With hydrogen in the early stage of trialling and a firm policy decision from Government not expected before 2026, the scale of value provided by the framework is not expected to be fully realised for several years.  That said, the absence of a competence framework would raise the risk profile of the transition to a hydrogen transportation operation substantially. It is difficult to envisage regulatory or governmental approval being granted for such a transition, without a robust model being in place for the training, assessment and confirmation of competence of all personnel involved.

Lessons Learnt

The methodology used is tried and tested, having been previously used for the development of competence framework in a number of sectors, including the Gas, Water and Waste Management industries.  In all cases the success of this approach is dependent on effective engagement with, and commitment from, the organisations that make up the industry or sector in question.  

Information was gathered at each stage via the Steering Group members, which did enable progress to be made, but more involvement across all the organisations may have resulted in a more comprehensive analysis. To mitigate this, the steering group suggested that the group itself be extended to ensure that there is both a project lead, but also a technical lead from each organisation. 

Collaboration between the organisations involved will continue to be key to the successful implementation of the framework, and all the company representatives have indicated a willingness to carry that forward.