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2022 WLPGA Action Plan Flipbook PDF
2022 WLPGA Action Plan
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SOLUTIONS FOR A RESPONSIBLE ENERGY FUTURE Action Plan 2022
WWW.WLPGA.ORG A GLOBAL ROADMAP FOR AUTOGAS
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Copyright © 2022 World LPG Association. All rights reserved. Neither this publication nor any part of it may be reproduced, stored in any retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior permission of the publishers. All information in this report is verified to the best of the authors’ and publishers’ ability. They do not guarantee the accuracy of the data contained in the report and accept no responsibility for any consequence of their use.
Action Plan 2022
Contents 1. Executive Summary .............................................................................................2 2.
2022 Projects ...................................................................................................6 2.1 CONTEXT OF THE 2022 ACTION PLAN ............................................... 6 2.2 ADVOCACY (ADV) ...................................................................... 6 2.3 BUSINESS IMPROVEMENT (BIM) ..................................................... 11 2.4 TECHNOLOGY AND GROWTH (IGO) .................................................. 18 2.5 IMPROVING WLPGA EFFECTIVENESS (IWE) ....................................... 30 2.6 SPECIAL PROJECTS FOR WLPGA MEMBERS ......................................... 31 2.7 EVENTS INCLUDING WORLD LPG FORUM/LPG WEEK ............................. 32
3.
WLPGA Targets - 2022 ......................................................................................33
Appendix 1 – Objectives of 2020-2022 strategic plan ................................................36 Appendix 2 - WLPGA Organisation ...........................................................................37
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Action Plan 2022
1. Executive Summary This Action Plan comes in the midst of the global COVID-19 pandemic and an increased focus on climate change and the energy transition. It is a critical time for the sector, and therefore a critical time for the WLPGA. It is vital that our voice be heard as we seek to demonstrate our contribution to the green, clean economic recovery that the world requires. The budget allocation to projects in 2022 at €600k is slightly lower than the budget (at €650k) This is due to uncertainty in certain project areas and thus there is room to further increase spend during the year as priorities emerge. This annual Actional Plan is an internal publication for WLPGA members to provide a clear overview of how the WLPGA uses the resources allocated to projects. It is also a guiding document for the WLPGA staff and our Industry Council members, allowing an assessment of performance against targets relative to our three-year Strategic Plan.
Context: 2020-2022 Strategic Plan and COVID-19 pandemic
“Solutions for a Responsible Energy Future” is the theme of the three-year Strategic Plan conceived by the WLPGA during 2019. The plan, based on surveys of the full WLPGA membership, showed a clear shift, compared to the previous Strategic Plan, from predominantly internal concerns to more existential concerns such as government regulation, energy decarbonisation and the position of LPG in the energy future. In particular the drive towards deep decarbonisation threatens to challenge the realisation of future opportunities and to mitigate these threats, WLPGA needs to have a greater focus on advocacy. Additionally, by accepting implicitly that human activity and climate change are linked, the need to develop a credible vision for the contribution of near zerocarbon renewable LPG is vital. Lastly, the “licence to operate” for the LPG industry depends not only on our ability to contribute to a low carbon energy future, it also requires the industry to operate in a safe and ethical way and activities in the coming three years will continue to support this. Responding to the above, the 2020 -2022 Strategic Plan has a focus around three goals: A) Advocate LPG as part of the solution to future energy challenges (ADV) B) Support efficient and responsible business (BIM) C) Encourage innovation and support business growth (IGO) Each goal will target the completion of three key objectives over the three-year period, further described in appendix 1 of this document
Top Priorities for 2022
2022 represents the last year of the 2020-22 Strategic Plan and the focus will be to complete those areas still not covered in the first two years. We will continue to work on the three goals of Advocacy, Business Improvement and Innovation & Growth. We will maintain working groups and the organisational structure to ensure continuity, but the activities under each goal will accommodate changing focus coming from the post-pandemic recovery as well as an evolving policy environment related to the energy transition. Experience from the last two years will lead to greater virtual working and less travel compared to what was foreseen in the 2020-2022 strategic review. In 2022 WLPGA will endeavour to maintain its membership level, balancing any losses with new additions. This is also true of the Industry Council members where, after a successful growth in 2020, we expect to remain at the limit of 40 members. Following the first in-person LPG Week, incorporating the 33rd World LPG Forum in Dubai, the 34th World LPG Forum will be held in New Delhi from 5th – 9th December 2022 as part of LPG Week 2022 under the theme “Humanising Energy”.
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Action Plan 2022
Project
Description
Budget/€
% of total budget
Advocate LPG as part of the solution to future energy challenges (ADV) ADV 1 ADV 1.1
ADV 2
Identify Key Global Stakeholders through a focussed mapping process and development of a comprehensive advocacy strategy. Stakeholder outreach Advocate for LPG in the decarbonisation debate through a series of initiatives including, but not limited to: media outreach; annual studies focussed on the contribution of LPG to the energy transition; direct support to lobby activities of national and regional LPG associations.
45,000
7.5%
45,000
7.5%
125,000
20.8%
ADV 2.1
Development and Delivery of Content
80,000
13.3%
ADV 2.2
Communications Tools
45,000
7.5%
ADV 3
Formulate and promote LPG’s contribution to achieving the Sustainable Development Goals (SDGs) through a communications and advocacy campaign.
75,000
12.5%
ADV 3.1
Development of Content & Stakeholder Outreach
40,000
6.7%
ADV 3.2
Application of Content
10,000
1.7%
ADV 3.3
Delivery of Content
25,000
4.2%
245,000
40.8%
BIM 1
Improve safety in the business through developing three new WLPGA Good Industry Practice Guides for specific LPG sectors and holding six in-country workshops, focused on cylinder management, market regulations and enforcement.
57,000
9.5%
BIM 1.1
Develop one GIP Guide focusing on a specific part of the LPG business
14,000
2.3%
BIM 1.2
Hold up to three good industry practice webinar workshops
18,000
3.0%
15,000
2.5%
10,000
1.7%
85,000
14.2%
Total ADV Budget Support efficient and responsible business (BIM)
BIM 1.3
BIM 1.4 BIM 2
Maintain activities of the Core Safety Group to discuss incidents, publish safety alerts and develop benchmarking tools to improve the safety performance of the industry UNHCR cooperation – to meet the technical & operational requirements of the WLPGA/UNHCR partnership agreement Encourage business improvement through knowledge transfer, to and within the industry, on issues such as: market intelligence;
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Action Plan 2022 digitalisation and through standards harmonisation. BIM 2.1 BIM 2.2 BIM 2.3 BIM 2.4
BIM 3
Create a digitalisation programme that closely monitors and reports on new developments as they occur and takes advantage of these Manage the contract with Argus Media and all aspects of producing the Statistical Review of Global LPG Harmonise, simplify and optimise ISO and other standards impacting the industry Represent the WLPGA at IMO meetings and ensure observer status is maintained at the HNS Convention discussions Support improved diversity in the LPG business through increasing women employed in the sector by 3% compared to 2019 and through developing a programme to attract young talent
20,000
3.3%
37,000
6.2%
10,000
1.7%
18,000
3.0%
25,000
4.2%
BIM 3.1
Develop the Women in LPG Global Network (WINLPG)
25,000
4.2%
BIM 3.2
Increase the involvement of youth in the LPG industry
0
0%
167,000
27.8%
IGO 1
Promote new technology, innovation and applications for LPG through, amongst other activities: the preparation of three studies on new application opportunities; development of the Exceptional Energy in Action website and participation in selected exhibitions/conferences in key sectoral areas
33,000
5.5%
IGO 1.1
Innovation For Growth Summit
6,000
1.0%
IGO 1.2
Development of one study/report on a priority innovative area of future growth
18,000
3.0%
IGO 1.3
Exceptional Energy in Action and applications promotional activities
7,000
1.2%
IGO 1.4
Global LPG Technology Conference (GTC)
2,000
0.3%
60,000
10%
45,000
7.5%
0
0%
5,000
0.8%
Total BIM Budget Encourage innovation and support business growth (IGO)
IGO 2 IGO 2.1 IGO 2.2 IGO 2.3
Demonstrate the credibility of meeting at least 50% of the 2050 non-chemical LPG demand with renewable LPG. Phase 2 - Demonstrate the credibility of meeting at least 50% of the 2050 nonchemical LPG demand with renewable LPG products (including rDME Global rLPG pathways towards 2050 report – Phase 2 follow up Update BioLPG The Renewable Future report
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Action Plan 2022
IGO 2.4.1 IGO 2.4.2 IGO 2.5 IGO 2.6
Renewable DME pathways 2050 report – Follow up work rDME integration in the LPG industry, safety, technical and operational aspects rLPG Products, Terminology and Definitions – Study, Report – Follow up Technology scouting for on-purpose rLPG pathways
0
0%
0
0%
10,000
1.7%
0
0%
0
0%
IGO 2.7
Study on rLPG (& rDME) carbon footprints
IGO 3
Support the growth of LPG demand in specific end-use applications with a focus on cooking, transport and power generation.
75,000
12.5%
IGO 3.1
Autogas communications and market support
25,000
4.2%
IGO 3.2
Cooking For Life
25,000
4.2%
IGO 3.3
Power Generation
10,000
1.7%
IGO 3.4
Marine LPG
15,000
2.5%
Total IGO Budget c.f. €115k in 2021
168,000
28.0%
20,000
3.3%
Total IWE Budget 0
20,000
3.3%
Total WLPGA 2020 Projects Budget 315
600,000
100%
Improve WLPGA Effectiveness IWE 1
Prepare 2023 – 2025 Strategic review
Table 1 - summary of the planned projects per goal
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Action Plan 2022
2. 2022 Projects 2.1 Context of the 2022 Action Plan
The 2022 plan has been prepared to respond to the objectives that have been set in the WLPGA Strategic Plan 2020-2022 (available from WLPGA). The full objectives are included in appendix 1 of this document. It is important to note that individual projects included in this 2022 Action Plan refer to these over-arching three-year objectives, grouped according to the following goals: A) Advocate LPG as part of the solution to future energy challenges (ADV) B) Support efficient and responsible business (BIM) C) Encourage innovation and support business growth (IGO) We are adding a fourth goal in 2022 with is “Improving WLPGA Effectiveness” (IWE) and covers the preparation of the 2023 – 2025 three-year strategic plan The achievement of the above goals is through the following programme areas:
2.2 Advocacy (ADV) Total budget allocation in 2022 €245,000 2021 was the year when the recovery from COVID-19 crisis failed to gain altitude as had once been hoped. Knocked off track by the persistence of the COVID-19 variants and by an uneven roll out of vaccines globally, the expected recovery sputtered. The LPG industry managed to continue demonstrating its resilience and reliability during 2021. This despite the growing regulatory pressure in developed economies to decarbonise, including the USA under the Biden administration. The challenge of reaching the global sustainable development goals set out in the United Nations’ Sustainable Development Goals (SDGs) continued to also be a global priority. In 2022 WLPGA will pursue these objectives along with cataloguing and communicating lessons and learnings as the industry emerges from the COVID-19 crisis and ensuring that the industry is prepared to take advantage of a new global reality.
ADV 1: Identify Key Global Stakeholders through a focussed mapping process and development of a comprehensive advocacy strategy.
Project ADV 1.1: Stakeholder outreach Background:
In 2022, WLPGA will build on the stakeholder mapping which was carried out in 2020 and updated in 2021 to identify key WLPGA stakeholders. Leveraging the support of the Advocacy Steering Group (ASG) as well as fully focused and targeted communications campaigns, the goal will be to continue building business relationships with key stakeholders that will be crucial in helping WLPGA achieve its mission of representing the LPG industry. A major focus in 2022 will be national and regional LPG associations. Through mechanisms like the Presidents Platform meetings, WLPGA will continue to develop the business relationships with member associations and during 2022 will work in a more structured way with selected associations to align messaging and strategy.
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Action Plan 2022 This strategy will also incorporate fully integrated communications around LPG Week to industry and external audiences to drive awareness of the event that will be held in New Delhi in 2022.
Actions:
• Advocate with more upstream organisations to inform them about the benefits of bio/renewable LPG and to increased investment into the transformation of refineries to the production of biofuels, which will leverage existing infrastructure and appliances with decarbonised and renewable energy sources. • Hold Presidents Platform meetings with national and regional member associations to understand their priorities and design actions to address their concerns. • Outreach to International Gas Union (IGU) should be one of the key targets for 2022 with leveraging the concept of the “Further Together” communications posture as a critical objective. • Outreach to the World Bank along with continued engagement with World Biogas Association (WBA), International Energy Association (IEA), World Energy Council (WEC) and other stakeholders already identified as high interest and high influence should also be a priority. • Cooperate with WBA to hold a second summit on the role of rLPG in the energy transition • Design the communication approach by groups of related/complimentary stakeholders • Nurture and develop relationships with fellow LPG associations
Budget: €45,000 (€30,000 project support and travel, €15,000 for communication outreach & support)
ADV 2: Advocate for LPG in the decarbonisation debate through a series of initiatives including, but not limited to: media outreach; annual studies focused on the contribution of LPG to the energy transition; direct support to lobby activities of national and regional LPG associations.
Project ADV 2.1: Development and Delivery of Content Background:
Content application is the production of any video, or collateral to support the content development as materials for the integrated campaigns, for example, production and delivery of a short film, case study, or regular though leadership pieces. It also includes ‘classic’ communications outbound activity, media relations, and the digital programme that encompasses not only ADV but also IGO and BIM.
Actions:
•
•
• • • •
Create and manage the work and deliverables of the Just Energy Transition: Heating (JET Heating) Working Group as laid out in the group TOR with the overall mission of supporting the development of strategies for countering gas bans wherever they are being proposed. WLPGA’s social media outreach will include identifying a set number of ‘key influencers’. WLPGA will then share these contacts with key stakeholders and encourage them to also engage, this strategy will also help amplify our common messages. Include decarbonisation as a topic in at least one quarterly Thought Leadership pieces from James Rockall. Consider developing video clips for key campaigns. Produce bi-monthly magazine newsletter The Voice (incorporating Insider, WINLPG and LPG Week newsletters) Create a comprehensive advocacy campaign for renewable LPG (rLPG). This will have the overall objective or raising awareness about the various different pathways for producing rLPG and the benefits that rLPG will bring to markets.
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Action Plan 2022 Part of the rLPG advocacy campaign will include creating a Renewable Fuels Incentive Policies (RFIP) document which maps existing policies for other renewable fuels around the world and makes recommendations to the industry about policy asks to incentivise rLPG growth. eBlasts to promote events, webinars, awards, launch of new publications etc. Social media campaign to support the entire breadth of activity (Twitter, Youtube, LinkedIn, Instagram and Facebook). Including a major campaign around LPGday on 7th June Continue the bi-monthly webinar series, LPG Talks Live and produce six webinars for 2022 (topics to be agreed and may cover IGO and BIM). Continue the LPG Talks podcast series and produce five podcasts (topics to be agreed and may also cover IGO and BIM). Produce at least six new case studies (including video) across all three goals (topics to be decided). Member engagement for communications: working with members to enhance their visibility, create content for WLPGA, and create a sense of value in membership, e.g. Anova partnership for LPG Talks Live, Coffee with Cavagna news article, Argus bulletin. We will investigate creative ways to develop this. Maintain the presence of the communications committee for IPIECA and IGU.
•
• • • • • •
•
Budget: €80,000 (€20,000 JET Heating project, €40,000 for the rLPG project including RFIP study, and the rest for social media paid promotion, content development such as case studies and videos) Project ADV 2.2: Communications Tools Background:
This activity is not exclusive to Advocacy but details the key tools needed to be able to fulfil all the communications elements of the Action Plan.
Actions:
• • • • • • • •
•
Maintain the WLPGA members area Ensure that all contracts are up to date for essential tools (Campaign Monitor, Hootesuite, website hosting etc) Produce Annual Report 2022 Redesign and publish the Member Value Proposition Maintain all social media channels and supporting platforms Continue to develop and update the WLPGA website Manage existing decarbonisation content and data mine for social media content Media outreach will be done in-house This will include refining the existing media outreach list and identifying a number of tier 1 media that WLPGA will target to engage with, between six and ten international media outlets and also identifying sector specific media (e.g., sustainable, ‘green’ media outlets). Working with national associations, WLPGA will also take a more reactive approach to media, responding to and challenging published articles as appropriate.
Budget: €45,000 (for annual fees for all online tools, Annual Report production, image library development)
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Action Plan 2022
ADV 3: Formulate and promote LPG’s contribution to achieving the Sustainable Development Goals (SDGs) through a communications and advocacy campaign. Project ADV 3.1: Development of Content & Stakeholder Outreach Background:
The 17 SDGs were launched by the UN in 2016 with a target date for completion of 2030. They cover social and economic development issues including poverty, hunger, health, education, climate change, gender equality, water, sanitation, energy, urbanisation, environment and social justice. The LPG Contribution to the SDGs project was launched in 2019 as a way to map the contribution that LPG makes in achieving the SDGs. In 2022 the focus will be on the SDG 7 (access to affordable and clean energy) and on SDG 13 (climate action) while continuing the highlight how LPG can contribute to achieving the most relevant of the SDGs and ensure that there are adequate communications and advocacy tools for this purpose.
Actions:
• Launch and manage the Roadmap to COP30 working group which seeks to increase and improve the profile of the LPG industry in the climate change process up to 2025. This working group will create annual deliverables and actions around the yearly negotiations including providing members with communications tools and messaging as well as insights into the COP process, developments and outcomes. It will also focus on strengthening WLPGA’s reputation as the industry’s UN liaison channel • Represent the industry in the UNFCCC COP27 meetings that will be held in Sharm El Sheikh, Egypt. The basis of WLPGA’s representation will be the points laid out Roadmap to COP30 working group and will build on the COP26 experience. • Raise awareness with members of LPG’s contribution to achieving the SDGs and get them to contribute case studies to the WLPGA’s SDGs Impact Stories website (include link) to keep that website up to date and vibrant. • Encourage members to use WLPGA’s communications collateral and messaging in their communications to amplify the role of LPG in achieving the SDGs. • Humanising Energy: Create a report focused on the socio-economic benefits that switching to LPG brings to end users. The project will be accompanied by a communications plan that highlights the findings. The study and campaign could be rolled out during LPG Week in New Delhi. • Creation of a Charter of Benefits for LPG’s key messages from the Humanising Energy project.
Budget: €40,000 (€20,000 for Humanising Energy project, €10,000 for travel to COP and other related meetings, €10,000 for communications support)
Project ADV 3.2: Application of Content Background:
Content application is the production of any video, or collateral to support the content development as materials for the integrated campaigns, for example, production and delivery of a short film, case study, or regular though leadership pieces.
Actions:
• Refine the COP26 Communications Plan to develop a COP30 Roadmap • Manage existing content and data mine for social media content • Identify and develop required new content to support any campaigns
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Action Plan 2022 • Include the SDGs as a topic in at least one quarterly Thought Leadership pieces from James Rockall.
Budget: €10,000 (for communications support) Project ADV 3.3: Delivery of Content Background:
This is to ensure that the messaging and content is delivered to the identified stakeholders using the most efficient channels. As with the supporting communications around the decarbonisation advocacy, this comprises the social media outreach (internal cost), roadshows and events.
Actions:
• Refine the media list and produce PR for key stories and liaise directly with media. • Sustainable development to be a major element in the social media outreach all year long but also have a dedicated focussed campaign. • Develop and produce a major focussed communications campaign, duration three weeks, around SDGs and urban air quality and/or climate change. • Identify relevant events and secure presence. • Represent the industry in key global events where issues related to the SDGs are discussed.
Budget: €25,000 (€20,000 for campaign communications support, €5,000 for travel)
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Action Plan 2022
2.3 Business Improvement (BIM)
The strategic review reconfirmed that one of the primary objectives is to promote LPG as a safe and efficient fuel and enhance the image of the product and the industry. It also needs to be agile to change and monitor threats and identify new opportunities when they emerge. An example of that is how the industry coped during the COVID-19 pandemic. The WLPGA report on the Internet of Things (IoT) demonstrated many opportunities for the industry to improve, be more efficient, and become smarter. The business improvement goal (BIM) will not only focus on many of the core programmes that the WLPGA has delivered in the past - to ensure a safe and sustainable industry - but it will also closely monitor and report on new developments as they occur and take advantage of these. This includes closely monitoring and reporting on the changing energy and LPG sector environment through the annual global statistical review and other more regular reports. There will be a renewed focus on safety with the emergence of the core safety group addressing the need for a more friendly and engaging safety culture and an openness to exchange knowledge around incidents and how to mitigate them. WLPGA has also recognised an opportunity for the industry to address the issue of diversity, not only with respect to gender balance, but also regarding the engagement of youth – with the establishment of the Youth Council - as well as the important issue of standards harmonisation. These are also included in the BIM goal.
Budget allocation in 2022: €167,000 BIM 1: Improve safety in the business through developing three new WLPGA Good Industry Practice Guides for specific LPG sectors and holding six in-country workshops, focused on cylinder management, market regulations and enforcement. The absence, or lack of adherence to generally accepted good industry practices (both safety and business) undermines the safe and sustainable development of LPG markets and discourages investment. Using the WLPGA Guidelines for Good Business Practices and Good Safety Practices, the Guides, as well as the WLPGA recommendations on cylinder management and requalification, the WLPGA will work with member organisations to disseminate key messages and influence operators and governments wherever possible. Requests for workshops will be assessed on their merit and conducted after Industry Council approval. With the easement of travel restrictions following the COVID-19 pandemic, it is anticipated these workshops will be conducted in-country again. The virtual workshops will continue to be included in the action plan because of their ability to reach audiences that would otherwise be unable to participate. A new GIP Guide will be published during 2022.
Project BIM 1.1: Develop one GIP Guide focusing on a specific part of the LPG business and maintain past reports Background:
Following the publication of the two flagship WLPGA documents - Guidelines for Good Business Practices and Good Safety Practices – it was agreed to develop a series of Good Industry Practice Guides that focused on the more important and riskier areas of the business. The new three-year strategic review period commits to producing three Guides, with one new one being published every year. The Guide to LPG Reticulated Systems was published in 2021; the third of these Guides will be completed in 2022.
Actions:
This last phase of this three-year project will include maintaining a steering group to oversee production of the Guides, selecting topics to be covered, drafting a manuscript, and then securing approval from the committee for publishing in pdf format. There is a three-year programme to produce three Guides and this project covers the third one. The topic proposed for 2022 is to be decided but LPG Multicylinder Bank Installations has been proposed. In addition, members will be WORLD LPG ASSOCIATION
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Action Plan 2022 asked about the challenges they have faced during the COVID-19 pandemic, how they managed these challenges, and what lessons they can pass on to others. This will be presented in the form of examples and a checklist during one of the Member Engagement Meetings.
Budget: €14,000 - for consulting expenses related to preparing one new guide for a specific sector and preparing a presentation on managing a pandemic following a consultation exercise with members.
Project BIM 1.2: Hold up to six good industry practice webinar workshops. Create an on-line toolbox of materials for members to readily access Background:
The absence, or lack of, adherence to generally accepted good industry practices (both safety and business) undermines the safe and sustainable development of LPG markets. Using the WLPGA Guidelines for Good Business Practices and Good Safety Practices and the suite of WLPGA Guides and other relevant publications, the WLPGA will work with member organisations to disseminate the key messages contained and influence operators and governments wherever possible. In 2021 good industry practice (GIP) workshops were conducted solely on a virtual platform as in-country workshops were not possible because of COVID-19 travel restrictions. It is hoped that some GIP workshops in 2022 will be conducted in-country but virtual workshops will also be planned because of their extended reach to new audiences. Requests for workshops will be assessed on their merit and conducted after industry council approval. Potential target regions include Africa and Asia.
Actions:
Identify, together with the steering committee for Cooking For Life, the WLPGA Industry Council, and other concerned members up to three countries to hold in-country or virtual GIP workshops. Work with the communications team to produce coherent materials and ensure that the GIP workshops and the subject of safety are woven into the communications schedule.
Budget: €18,000 for consulting support for up to four workshops. Any additional workshops will be either funded through linkage with IGO 3.3 or be supported by sponsors or members. Project BIM 1.3: Maintain activities of the Core Safety Group to discuss incidents, publish safety alerts and develop benchmarking tools to improve the safety performance of the industry Background:
Despite best efforts with the Good Industry Practice programme, the LPG industry continues to experience serious safety incidents which inflict death and injury, result in a loss of assets, and damages the reputation of the industry. There has been a reluctance in the past to share information about safety incidents and accidents which sometimes has led to inaccurate media reporting and even more damage to reputations. The establishment of the Core Safety Group in 2021 has begun to break down these barriers leading to the publishing of informative Safety Alerts providing common sense advice over and above that found in standards and codes of practice. The other issue that needs to be addressed is the current safety culture that exists. There needs to be a refreshed approach to safety which creates a more friendly and engaging manner in the way safety is managed and reported. An Industry Council Deep Dive Discussion was held in 2021 to address these issues and this will be repeated in 2022 together with a dedicated session that focuses on safety during LPG Week in Delhi.
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Action Plan 2022
Actions:
Extend the membership of the Core Safety Group to include both member and non-member representatives from other parts of the industry. Arrange, at least, monthly meetings throughout the year to share knowledge and information about safety incidents. Produce a series of Safety Alerts based on incidents that have occurred. Create a new safety campaign with supporting communications material. In addition, as part of the 2023-2025 strategic review process, a detailed WLPGA Health and Safety strategic plan will be developed.
Budget: €15,000 – for consulting support to manage the Safety Core Group meetings and provide
communications material around the new safety campaign. Organise a ‘Safety Forum” during LPG Week, that includes external speakers, to reinforce the ‘just and fair’ approach to safety and encouraging the sharing of information around incidents. Create a ‘safety corner’ on the www.wlpga.org website.
Project BIM 1.4: UNHCR cooperation – to meet the technical & operational requirements of the WLPGA/UNHCR partnership agreement Background:
The WLPGA and UNHCR entered into a partnership agreement in 2018 to facilitate the transition of 1mn refugees in Bangladesh from cooking with wood to LPG. The agreement focused on technical & operational requirements of the project as the UNHCR had no experience in the safe storage, handling, distribution, and use of LPG. The success of the programme has been well recognised by the UNHCR with their Bangladesh country head, Steve Corliss, agreeing to be interviewed by the WLPGA for eLPG Week. He stated the intent was to roll out the Bangladesh programme to other refugee camps in other parts of the world.
Actions:
Provide operation and technical support to UNHCR and UNITAR personnel through meetings, workshops and webinars, to enable the transition programme in the Bangladesh refugee camps to be conducted safely. Hold discussions with UNHCR in Geneva about rolling out the transition model to refugee camps in other countries. The project also covers liaising with WLPGA members in Bangladesh, and potentially in other countries, to fulfil their goals with the programme in a safe manner.
Budget: €10,000 – for consulting support to provide training/advice/webinars to UNHCR personnel and for meetings with UNHCR personnel in Geneva and Bangladesh.
BIM 2: Encourage business improvement through knowledge transfer, to and within the industry, on issues such as: market intelligence; digitalisation and through standards harmonisation The impact of digitalisation on life has been one of the major changes in the last decade with the number of devices connected to the internet estimated to be nearly 50 billion by the end of 2021 (Cisco IBSG). It has been estimated that the LPG industry is probably ten years behind the telecommunications industry with the adoption of digitalisation. The WLPGA responded to this in 2019 with a report on the IoT which highlighted the status and showcased some of the areas where the industry could adopt IoT to become safer and smarter. Under objective BIM 2, WLPGA will create a programme for the next three years that allows the industry to continually monitor, share and report events in the digital space to ensure the industry is not being left behind. The Statistical Review of Global LPG is a flagship publication for the WLPGA. The WLPGA will continue to produce the report on an annual basis, ensuring that feedback from members is considered as part of a process of continuous improvement. The review will be distributed in pdf WORLD LPG ASSOCIATION
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Action Plan 2022 format to members through an extension of the current contract with Argus Media. The three-year extension to that contract from January 2022 will need to be managed. Production of LPG-related standards and their harmonisation are important activities in the LPG industry. This involves resolving any conflicts between standards, particularly related to ISO standards (in relation with European, CEN standards), aligning the industry on a clear global LPG operational strategy, helping to drive efficient and effective practices, and driving standardisation decisions according to the interests of the LPG industry. In the coming three years, we aim to enlarge the scope of our involvement into other standards, outside ISO, of international interest. WLPGA will continue working with its members and particularly Liquid Gas Europe (on CEN standardisation), to harmonise, simplify and optimise ISO standards impacting the industry. This will also involve related work in the context of the UN Sub-Committee of Experts on the Transport of Dangerous Goods - UN Model Regulations (Orange Book) and representation in the meetings in Geneva.
Project BIM 2.1: Create a digitalisation programme that closely monitors and reports on new developments as they occur and takes advantage of these Background:
The WLPGA report on the IoT demonstrated many opportunities for the industry to improve, be more efficient, and become smarter. This project describes a programme where developments in the digital space will be continually monitored through a steering committee and efficiently communicated to the WLPGA membership through a variety of means. This will be supported by several initiatives that engage the start-up community to encourage new thinking to old challenges, especially the important topic of safety.
Actions:
Specific measurable activities include: • Hold a start-up competition (LPG Challenge ‘22), focusing on the start-up community, securing sponsorship for the event. • Discuss with WLPGA members the potential topics for Challenge ’22 and the opportunities for sponsoring the competition. • Hold one educational session each year as part of the WLPGA schedule of events. • Keep the IoT report continually updated with an annual revision including new case studies that demonstrate adoption opportunities for the LPG industry. • Set transformation goals for the industry to monitor digital adoption.
Budget: €20,000 for consulting expenses, educational session costs and LPG Challenge ’22 costs Project BIM 2.2: Manage the contract with Argus Media and all aspects of producing the Statistical Review of Global LPG Background:
The Statistical Review of Global LPG is a flagship publication for the WLPGA. This project covers all aspects of successfully managing the contract between the WLPGA and Argus Media including the provision of overall guidance and support, dealing with contractual issues, assistance with data collection, drafting of supporting text and providing final editorial release. This includes ensuring members efficiently receive their copies in pdf format. The project also deals with the handling of follow up queries on the published data.
Actions:
The action for 2022 is to work closely with Argus Media and improve on the level of deliverables produced in 2021 to ensure the statistical review continues to remain a flagship WLPGA document. WORLD LPG ASSOCIATION
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Action Plan 2022 The budget covers costs incurred in managing the project which also includes the management of the contract which will be extended until end 2024.
Budget: €37,000 to cover Argus Media contractual costs (€30,000) and project management costs (€7,000).
Project BIM 2.3: Harmonise, simplify and optimise ISO and other standards impacting the industry Background:
Production of LPG-related standards and their harmonisation are important activities in the LPG industry. This involves resolving any conflicts between these standards, particularly related to International ISO and European CEN standards. WLPGA will continue working with its members and particularly Liquid Gas Europe (CEN standardisation), to harmonise, simplify and optimise ISO standards impacting the industry. It will continue also its participation (in-person and virtually in 2022) in the Geneva meetings of the UN Sub-Committee of Experts on the Transport of Dangerous Goods - UN Model Regulations, where ISO standards are being referenced.
Actions:
Monitor LPG related ISO standardisation and meetings as needed. Where necessary facilitate inperson or virtual participation in the development or revision of ISO standards. Represent the LPG industry at the UN Economic and Social Council on regulation and standardisation of the transport of Dangerous Goods and directly or indirectly at UN level on the UN Sub-Committee of Experts, Transport of Dangerous Goods (with Liquid Gas Europe).
Budget: €10,000. In 2022 this project will be conducted both in-country and virtually. Project BIM 2.4: Represent the WLPGA at IMO meetings and ensure observer status is maintained at the HNS Convention discussions Background: LPG is classified as a hazardous and noxious substance (HNS) and retains a separate account in the proposed HNS Convention. This is important because the track record of incidents at sea with other HNS cargoes is much worse than LPG. An analysis of claims data on the list of HNS incidents involving vessels, submitted by the International Group of Protection and Indemnity Associations (P & I Clubs), shows that between 2010 and 2019 there were only four incidents involving LPG vessels out of a total of 219. Clear evidence that WLPGA’s involvement in the HNS Convention discussions continues to protect the industry’s position by retaining that separate account. In 2018 the WLPGA successfully lobbied to retain its observer membership for a further three years to 2021. Discussions have commenced to extend that for a further three years to 2024.
Actions:
The WLPGA continued its observer status to the IMO HNS Convention which involves attendance and participation in up to three meetings a year (normally in London), together with additional workshops, and the monitoring of shipping incidents and statistics of sea-borne cargoes. Observer membership ensures that LPG has a voice within the HNS Convention, and continued WLPGA observer membership is vital to the interests of the LPG industry. Retention of a separate account for LPG within the HNS Convention is critical to avoid the bundling of HNS claims with other hazardous and noxious products. WORLD LPG ASSOCIATION
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Action Plan 2022 The project ensures improved external communications with a key LPG industry stakeholder – the International Maritime Organisation (IMO) – and the 120 member states. This is particularly important at a time when the IMO are imposing stricter controls on marine fuel quality to improve emissions from ships, opening up opportunities for using LPG as a marine fuel. In 2021 the meetings were held both virtually and hybrid and this is expected to be the case for at least the first meeting in 2022. It will be important to continue to participate in these activities on behalf of the LPG industry to protect its interests. Attend two IOPCF (HNS) virtual meetings in 2022. Attend any HNS virtual workshops proposed during the year. Renew observer status for the WLPGA at the IMO. Continue to engage with the IMO on maritime issues relating to LPG. Monitor shipping incidents involving LPG and report to the WLPGA Industry Council. Engage with the IMO where appropriate.
• • • • • •
Budget: €18,000 For consulting expenses related to representing the LPG industry at the IMO through participation in HNS meetings and workshops during the year.
BIM 3: Support improved diversity in the LPG business through increasing women employed in the sector by 3% compared to 2019 and through developing a programme to attract young talent The diversity effort of WLPGA comprises two major projects: the Women in LPG Global Network (WINLPG) and working to increase the involvement of youth in the industry.
Project BIM 3.1: Develop the Women in LPG Global Network (WINLPG) Background:
WINLPG was launched during the World LPG Forum in Singapore in 2015. The network has grown from strength to strength and now has seven national chapters (Nigeria, South Africa, Myanmar, Kenya, Colombia, USA and India) and over 2,000 members. Since the launch we have witnessed a positive shift in the perception of diversity in our industry. WINLPG is a network, yet run as a business model, an Action Plan is agreed at the beginning of each year which sets out the goals for the network. In 2020 and 2021, WINLPG was not able to run its regular Knowledge Exchange meetings due to COVID-19, but nevertheless the network’s momentum was maintained with two webinars, regular meetings with the global chair (Paula Frigerio) and with the seven national chapter coordinators. For 2022 the regular goals will be repeated (role models, ambassadors, national chapter launches, Knowledge Exchange sessions, etc). Nikki Brown will continue as Global Community Manager and Paula Frigerio will continue as Global Chair and has agreed to stay in this role until the end of 2022.
Actions: • • •
• • • • • •
Agree and publish 2022 Action Plan. Upgrade the online presence with the Class of 2021. Launch and manage the fifth Woman of the Year Award, and fourth Young Woman of the Year Award. Continue to support the national chapters, including bi-monthly call with chapter coordinators. Develop the role model library, target ten new role models. Engage four new Ambassadors. Launch at least two new national chapters (travel permitting). Hold at least two Knowledge Exchange meetings, one during LPG Week. Hold one WINLPG global webinar.
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Action Plan 2022 • •
Visit at least three national chapters (at the time of national LPG events where appropriate). Agree succession plan for the Global Chair.
Budget: €25,000 (€10,200 for Global Coordinator, remainder for travel and expenses, and giveaways for Knowledge Exchange events)
Project BIM 3.2: Increase the involvement of youth in the LPG industry Background:
Lack of youth in the LPG industry was identified as a potential threat and is an area of business improvement that merits increased attention. In 2021 WLPGA launched the WLPGA Youth Council. This council comprises a young man and a young woman (under the age of 35) from each WLPGA Industry Council member. The Youth Council was validated during the IC Meeting in February 2021 and representatives nominated by May. An election was held in June to elect a male and female Co-Chair. The Co-Chairs are responsible for organising monthly meetings and representing the Youth Council at meetings when required. The Youth Council identified four areas of focus – Safety, Awareness, Sustainability, and Recruitment – and is split into four teams, each one led by a Team Captain. The Team Captains and Co-Chairs meet regularly to assess progress. The Youth Council is supported by a Steering Committee comprising a small number of volunteers from Industry Council member companies. The current Youth Council will be maintained until the end of the next Three-Year Strategic Plan when new members will be nominated.
Actions •
• •
The two Youth Council Co-Chairs will ensure that a monthly meeting takes place for all Youth Council members. The Youth Council Co-Chairs will update the Industry Council during the LPG Week meeting in New Delhi. The four areas of study continue to be addressed as a focus subject, managed by Team Captain for each area.
Budget: €0 (all work is in-house and in collaboration with members)
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Action Plan 2022
2.4 Technology and Growth (IGO) Innovation, new technology, applications, studies, reports and good awareness of all the above are indispensably connected to business growth. Activities on identifying innovation in technology, through production of new studies and reports (and updating also older ones), particularly related to applications, as well as ensuring that these are well known to the industry and outside, will continue. Follow up activities based on reports recommendations will also continue, as it was the case e.g. for marine, BioLPG and more. The Exceptional Energy in Action website and database will continue its enhancement, and promotional activities and materials, participation in conferences and exhibitions is also part of the plan, even though it is not clear how much of this will still take place remotely in 2021, and how much will be in-person events. In addition, if the LPG industry is to grow in an environment characterised by aggressive decarbonisation targets and policy aspirations for the rapid electrification of everything, this requires strong and coherent industry responses. The industry must also be able to demonstrate the viability of renewable LPG (rLPG) and also renewable DME (rDME) that can be used in future fuel blends with conventional, fossil LPG, as a long-term energy alternative. This will be a first priority and the strongest focus in 2022 as it was in 2020, and 2021, and likely for the years to come. Furthermore, the conversion of an additional 150 million people to cooking on LPG from biomass and other dirty and dangerous traditional fuels must be pursued with determination. The Cooking For Life programme has been very successful in getting LPG recognised globally as one of the best solutions for addressing the environmental and health risks associated with indoor air pollution related to the use of traditional fuels for cooking, and this campaign will continue. Autogas is one of the flagship applications for communicating the overall benefits of LPG, and is a highly promising industry segment given the current air quality crisis and decarbonisation targets around the world. How to clean up road transport continues to dominate headlines, and the benefits of Autogas must be effectively promoted to policymakers, OEMs, and other key stakeholders through specific awareness campaigns, direct outreach, leveraging events and media engagement. The very promising new areas of growth, the use of LPG for power generation and the highly successful new sector of LPG for marine, which at the end of 2021 saw more than 120 LPG fuelled VLGC orders, and 15 VLGC already on the water, complete the support in the growth sectors.
Total budget allocation in 2022: €168,000 IGO 1: Promote new technology, innovation and applications for LPG through, amongst other activities: the preparation of studies on new application opportunities; development of the Exceptional Energy in Action website and participation in selected exhibitions/conferences in key sectoral areas The identification of new technology, innovation, new applications, appliances and dissemination of related information throughout the membership and beyond is key. It is imperative that this knowledge is captured, documented and shared among WLPGA members and the wider industry, and be the guide for the future direction and future opportunities for the years to come. The studies and reports also serve as foundations for market development activities, as was the case with many previous topics such as gas heat pumps, mCHP, heavy duty engines, power generation, marine, hybrids and others. Technological direction and selection of focus areas can be driven through ad-hoc workshops, new technology roadmaps and technology summits. Focus on innovation through the annual GTC programme during the WLPGA LPG Week will be continued and enhanced. The WLPGA communications team will assist in any production of reports and communication materials, with final formatting, to ensure consistency of graphic chart and inclusion in the
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Action Plan 2022 overall communications plan, and incorporation into the wider social media outreach and press releases.
Project IGO 1.1: Innovation for Growth Summit Background:
The Innovation for Growth Summits aim to assist in looking forward and planning ahead to identify the most attractive and growth-promising technologies and innovations for the current three-year strategic period and beyond. The first summit took place in February 2020 and it may be repeated in 2022 if the conditions allow in whatever form is most appropriate.
Actions:
If conditions allow, hold an Innovation for Growth summit in collaboration with selected key members, covering: a) present technologies and b) future technologies.
Budget: €6,000 (for summit preparations). Project IGO 1.2: Development of one study/report on a priority innovative area of future growth (subject to be agreed) and maintenance of past reports
Background:
The identification of new technology, innovation, new applications, appliances and dissemination of related information throughout the membership and beyond is key. It is imperative that this knowledge is captured, documented and shared among WLPGA members and the wider industry, and be the guide for the future direction and future opportunities for the years to come. The studies and reports also serve as foundations for market development activities and promotion of LPG applications and the EEIA, as was the case with many in the past as gas heat pumps, mCHP, heavy duty engines, power generation, marine, hybrids and others. Technological direction and selection of focus areas can be driven through ad-hoc workshops
Actions: 1.
2.
Maintenance of existing past reports will be also pursued where considered necessary, as well as exploitation of selective recommendations from past reports. New report – to be reconsidered through the year. One study/report to be produced in 2022, subject to be agreed, possibly on Fuel Cells, reflecting a priority innovative area of future growth, the needs of the industry and the market.
Budget: €18,000 (€13,000 for new report and €5,000 for maintenance of past existing reports). Project IGO 1.3: Exceptional Energy in Action (EEIA) and applications promotional activities Background:
Promotion of LPG applications needs to continue through the web-based directory and website Exceptional Energy in Action, the largest online directory of LPG applications. This includes its social media support and Twitter feed, with a target increase in followers of 50% year on year. EEIA is directly impacting the image and perception of the LPG industry, positioning LPG as an Exceptional Energy, stimulating the spread of new LPG uses and applications technologies, and promoting LPG uses to a broader audience.
Actions: 1.
Continue maintaining, enhancing and communicating more widely with promotional materials, leaflets etc. at key events, communications in sectoral exhibitions etc.
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Action Plan 2022 2. 3.
Participation in selected conferences and exhibitions requiring limited or no travel, in key areas, including marine, agriculture, gardening, construction, and other related sectoral exhibitions, preferably in coordination with related WLPGA members. Sponsoring opportunities from members and external resources will still be pursued, if possible, to cover costs associated with the maintenance of the site, production of supporting materials, videos, case studies, brochures etc.
Budget: €7,000 (for EEIA maintenance, support, participation in on-line conferences and exhibitions). Project IGO 1.4: Global LPG Technology Conference (GTC) Background:
GTC is a key event in the LPG industry, stimulating and showcasing innovation on an annual basis during LPG Week. GTC will continue to be enhanced, with an objective of maintaining at least ten original submissions at each GTC, and increasing the number of abstracts received each year by at least 10%. Further, attempts will be made to support winners and top innovations for success in the market, assisted by industry members.
Actions: 1.
2. 3. 4. 5.
Launch the GTC2022 programme in January 2022, to include a mini communications campaign. Process submissions and select with the GTC steering committee the abstracts for presentation during LPG Week in New Delhi. Organise the GTC2022 event in New Delhi including presentation of awards to the top overall winner and selected category winners, to recognise outstanding innovative work in the LPG Industry. Facilitate for the selected presenters and winners, additional communications to create awareness in the market and take-up by the industry. Efforts to be made in 2022 to engage educational institutions to encourage also young candidates to submit abstracts.
Budget: €2,000 (for brochure and in-person support during the event, all other support will be through internal work/support of LPG Week team and external consultant). IGO 2: Demonstrate the credibility of meeting at least 50% of the 2050 non-chemical LPG demand with renewable LPG Renewable fuels are on the rise, mainly to reduce carbon emissions and slow or halt climate change. Regulators, customers, end users and the LPG industry need fast expansion of renewable LPG (rLPG), aiming at becoming ultimately a significant part of total supply and demand. Renewable LPG, BioLPG, appeared on the market in 2018, and WLPGA has already completed five related studies. Renewable LPG is currently produced mainly as a by-product of renewable diesel/renewable jet fuel made via HVO technology. Production of renewable diesel is increasing, due to legislation and public pressure. Additional regulation for the use of renewable fuels in the airline industry is expected to significantly grow demand and hence also grow the production of renewable LPG. Co-processing of HVO feedstocks in existing oil refineries is also growing, biobutylene has debuted commercially, and WLPGA will continue to promote these opportunities, particularly in existing infrastructure as an immediate priority. The ‘low hanging fruit’ of HVO is attractive, but HVO feedstock volumes are not enough to displace a large portion of the LPG market with renewables. The LPG industry needs to explore additional WORLD LPG ASSOCIATION
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Action Plan 2022 technology pathways. Potential feedstock sources for producing renewable LPG essentially fall into four categories: organic hydrocarbons from agricultural waste and residues; biomass and animal/vegetable oils/fats; recycled CO2 from industrial sectors such as aluminium, cement, steel and possibly carbon capture and storage, recycled hydrocarbons from tyres, plastics and the organic fraction of municipal waste; and electrons, i.e., using renewable electricity to generate lowcarbon hydrogen. Aside from HVO, the technologies for conversion fall into three broad types: biomass-to-liquids (BtL), biomass-to-gas (BtG), and power-to-gas. Renewable DME might also be included here in substitution of renewable LPG. There is no ‘one size fits all’ approach to renewable LPG production. In 2020, WLPGA focused on identifying, encouraging, and demonstrating routes that maximise available feedstock conversion to renewable LPG. The focus has been on technology types that are pre-commercial, that need broad, industry-common or consortium-common type support that individual LPG companies cannot provide. In 2021 significant work was done to understand the economics of HVO production and estimate volumes growth to 2050 at global scale. Cooperation of, and engagement with, national and regional LPG associations, as well as member companies, is key. WLPGA is envisaging continuing to play a central facilitator role in these efforts. A dedicated resource pending from 2020 still needs to be sought, as expectations and work scope increases rapidly, as well as alternative cooperation and funding models to accelerate the work. Failure to quickly demonstrate the credibility of the claims of the LPG industry on its capability to supply the market with renewable LPG products and blends in sufficient quantities, risks discrediting its advocacy efforts, and eventually the industry will lose its position from the renewable energy table, with potentially disastrous implications for the future. The WLPGA advocacy team will be in close coordination with the above activities, implementing the advocacy strategy and plans that result from recommendations from the IGO work. The WLPGA communications team will support related communications activities including final formatting and promotion of any reports related to this issue and incorporate resulting key messages into a social media campaigns.
Project IGO 2.1: Phase 2 - Demonstrate the credibility of meeting at least 50% of the 2050 nonchemical LPG demand with renewable LPG products (including rDME) Background:
Phase 1 of this project included the study and report “rLPG Global Pathways towards 2050” completed as planned by Atlantic Consulting at the end of 2021. This report concluded that indeed, by 2050, rLPG supply can meet at least 50% of non-chemical LPG consumption, even in the mostextreme scenarios postulated by energy authorities, and that does not yet include rDME. However, the report also stated that this is not easy, and the right conditions must be in place in terms of government policies, successful innovation, and growing demand for renewable fuels. Phase 2 of this project will keep addressing the conditions as stipulated in the report, with activities that had already commenced in 2021 and listed below for 2022.
Actions:
Depending on the resources available, dedicated rLPG coordinator, secondee, consultant or combination of them, the following actions will be pursued, based on knowledge acquired through all the studies/reports produced since 2018, and any additional as needed. The work that started in 2020 will continue under the structure and governance of the high-level steering committee providing strategy and direction, and the dedicated working group lead by a major WLPGA member company, as is the case at present. WORLD LPG ASSOCIATION
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Action Plan 2022
1.
Based on the prioritisation of the process path and technologies, work on identifying further projects and clarifying already known projects for a focus for rLPG. 2. Update the “BioLPG The Renewable Future” report for a 2022 edition. 3. Develop further stakeholder reports on specific process paths (if resources allow, similar to the Alcohol to Jet in 2020). Proposed path “Gasification”. 4. Maintain and update the database on excel, on current and future projects and production estimates. 5. Promote the benefits and opportunities of rLPG production to project developers and producers based on developed narratives. 6. Develop detailed regional and country activities, working through the appointed regional focal points. 7. Coordinate any participation of the LPG industry in projects as above, aiming at the development of technology for rLPG production. 8. Follow-up on the findings and recommendations of the 2021 economic analysis on understanding the value of rLPG for producers, refiners and the decision-making criteria and alternatives to bring rLPG to the market or not (activity primarily lead by the advocacy team) 9. Continue searching for funding opportunities. 10. Continue to expand scope to other decarbonisation or renewable alternatives, in addition to renewable DME (rDME) that was included in the 2021 scope expansion (e.g. mixing with hydrogen). 11. Follow-up in general, and any additional details and more in-depth analysis needed as follow up of the “rLPG Global Pathways towards 2050” e.g. closer working with IEA and other organisations on demand analysis scenarios to complement and/or fine-tune the above mentioned report. 12 Stakeholder engagement campaigns, aiming at producers and technology providers, policy makers, research institutes The above would be accomplished by: 1. Desk research, networking, emails, calls, visits, participation in conferences and trade shows as needed. 2. Discussions and visits (if conditions permit) with project developers and suppliers, process licensors, researchers, operators, equipment suppliers, research & development funders. 3. Dissemination of information and guidance within the LPG community through website, seminars, the working group, steering committee. 4. Promotion of rLPG through networking, discussions and visits, introduction of member companies, introduction of national associations, conferences/tradeshows presentations, promotional material, articles, contests, mailshots, promotion by email and perhaps social media, leverage of member companies and associations for all of the above.
Budget: €45,000 (includes part of consultancy work, excludes any dedicated resource). Project IGO 2.2: Global rLPG pathways towards 2050 report – Phase 2 follow up Background:
This additional follow-up activity of the report already produced in 2021, is included in 2.1 above. In Phase 1 of this project the study and report “rLPG Global Pathways towards 2050” was completed. The report also stated that the right conditions must be in place in terms of government policies, successful innovation and growing demand for renewable fuels. Any additional details and more in-depth analysis needed as follow-up of the “rLPG Global Pathways towards 2050” e.g. closer working with IEA and other organisations on demand analysis scenarios to complement and/or fine-tune the above report are part of this follow up. Resources and costs are included in IGO 2.1.
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Action Plan 2022
Actions:
Working closer with IEA and other reputable organisations on demand analysis scenarios to complement and/or fine-tune the above report
Budget: €0 Project IGO 2.3: Update BioLPG The Renewable Future report Background:
In 2018, the first report addressing the various technologies, market and potential for BioLPG, renewable LPG, “BioLPG The Renewable Future 2018” was issued. Since then, as technologies and market conditions keep changing rapidly, subsequent revisions were carried out, the latest in 2021. However the latest revisions did not cover all chapters since the “rLPG Global Pathways towards 2050” and “The Value of HVO biopropane” reports were in progress. The 2022 edition “BioLPG, The Renewable Future 2022” will be a complete and thorough revision.
Actions:
Revise the 2021 report in light of all new technology and market information available today, also taking into account the findings of “rLPG Global Pathways towards 2050” and “The Value of HVO biopropane” reports.
Budget: €5,000 Project IGO 2.4: Renewable DME (rDME) Background:
In light of the increasing interest of the LPG industry and WLPGA members in other renewable products that can be associated with LPG and rLPG to reduce the carbon index of the product offerings, it was agreed mid-2021 to expand the scope of the rLPG working group and activities to other defossilised or renewable pathways such as renewable Dimethyl Ether (rDME). The scope could be further expanded to products such as hydrogen or ammonia in future. The inclusion of rDME in scope meant exploring all aspects in the fuel value chain and assessing its compatibility with the LPG business. Initially, and for 2021, it has been decided to keep the focus on supply/availability, which could be expanded later in 2022 to cover blending challenges and other value chain impacts moving forward. The rLPG working group is expected to focus on rDME technologies and explore whether adequate rDME quantities can be made available in the market to meet the decarbonisation expectations of the LPG industry. Significant progress was observed in 2021 with the related projects and more planned for 2022 as below.
Project IGO 2.4.1: Renewable DME pathways 2050 report – Follow up work Background:
The objective of this project, which was completed at the end of 2021, was to establish whether there are viable sources of rDME, and to what extent rDME volumes could contribute to the decarbonisation of the LPG industry. This report which was carried out by XTL & DME Institute, assessed the availability and potential contribution of rDME to the decarbonisation of LPG industry. The report was reviewed and supported by International DME Association (IDA) with inputs also WORLD LPG ASSOCIATION
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Action Plan 2022 from the Methanol and DME industry. It explored feedstock availability, competing uses, pathway intermediates and provided recommendations for the industry. There are however also still some areas that need to be explored further and this is the subject of the follow up activities in 2022.
Actions:
To be defined in early 2022 following the report recommendations and identification of areas that need further investigation. Budget to be defined accordingly.
Budget: €0 on 2022 WLPGA budget. Any 2022 follow-up costs to be covered from external funding
(total cost of 2021 report was USD 25,000 (€22,500), of which €10,000 provisioned from 2021 WLPGA budget and €12,500 through external 2021 funding.)
Project IGO 2.4.2: Renewable DME (rDME) integration in the LPG industry, safety, technical, operational and environmental aspects Background:
In 2021 the scope of rLPG WG was extended to include rDME. rDME pathways are currently being explored and requests from members regarding the safe integration of rDME and rDME/LPG blends in the LPG sector keep being received. WLPGA member companies are actively exploring opportunities around the production, supply, and commercial sale of rDME, and some national LPG associations and distributors are already working on rDME blends. While some properties of rDME/DME are similar to LPG, which makes blending relatively simple, there are other properties that are different, and these differences and their impact must be assessed well in advance, before such blends enter the product portfolio of the LPG industry. Such assessment should include: • •
Impact to supply chain infrastructure, safety in plant infrastructure, logistics, transport operations Safety, functioning and environmental performance Impact on equipment, appliances and applications that use the product as a fuel.
The existing operational practices, regulations, and standards, both for standalone rDME/DME, as well as for blends with LPG, need to be reviewed, assessed and possibly amended. New ones may need to be developed and introduced.
Actions:
The new working group, led by the chair from a major WLPGA member, will identify and address all safety, operational and related environmental aspects along the value chain. This includes all transport operations (including primary supply from production facilities to depots), equipment as well as appliances that will use LPG/rLPG/DME/rDME blends. In more detail, this will include: •
• •
Identify - Identification of all safety, operational and related environmental aspects in the supply chain, from the reception of product(s) in storage and filling plants, operations in filling and storage plants, logistics and transport down to the delivery to the customer, where the introduction of the new LPG/rLPG/DME/rDME blend product may have an impact Develop - Development of guidelines around operational practices, regulations, standards and codes of practice required to use rDME/DME in the LPG sector Disseminate - Providing guidance to national/regional associations in obtaining recognition of rDME and LPG/rLPG/DME/rDME blends in relevant standards and codes of practice via engagement with relevant stakeholders, industry bodies, governments, etc.
Budget: €0 on 2022 WLPGA budget. Estimated cost €150,000 in 2022. This will be run as a special project funded by interested members and has no impact on WLPGA 2022 budget
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Action Plan 2022
Project IGO 2.5: rLPG products, terminology and definitions – study, report – follow up Background:
This project was initiated in 2021 following mid-year approvals to expand the scope of the renewables work in WLPGA to other renewable molecules and blends that can be associated with fossil and renewable LPG to reduce the carbon index of the product offerings. The objective of this work was to provide guidance on how to best establish product names, definitions and specifications that are compatible with present and future (business) needs of the LPG industry. The work was to help understand what different definitions and specifications for commercial grade LPG exist today and how well these are suited to accommodate renewable variations of LPG. It also had, as an objective, to identify potential merits and demerits to broadening/changing the scope of existing product names, definitions, and specifications to accommodate these renewable variations of LPG, and to explore the feasibility of introducing new product names, standards, and definitions. This project is due to be completed by Q1 2022 and the recommendations of the report will be handed over to regional and national associations for implementation with coordination by WLPGA.
Actions:
Completion of the existing project and report. Drafting of work plan for follow up actions. Coordination and support to regional and national associations for implementation of the recommendations.
Budget: €10,000 Project IGO 2.6: Technology scouting for on-purpose rLPG pathways Background:
The LPG industry has an urgent need for technological solution(s) that make on-purpose C3/C4 hydrocarbons from sustainable feedstocks with high selectivity and yield. The existing view on renewable LPG pathways is informed by secondary research, mostly covering technologies that produce renewable LPG as a by-product. Researchers/entrepreneurs outside of the LPG sector will usually focus on minimising the C3/C4hydrocarbon yield. The reality is that the limited fractions of renewable LPG are usually recycled in the same process by plant operators as separation and purification of small quantities of off-gases are generally not considered very attractive from a financial standpoint. Even for larger plants, where the recovery could be economically viable, other technical choices exist. Several recent announcements, of new or retrofitted HVO/HEFA plants also report that BioLPG (and naphtha) will be converted to hydrogen to feed the hydrotreater. While it is important that the fractions of rLPG from relatively mature technologies are made available to the LPG industry, it is also crucial that the industry prioritises efforts to spearhead primary research that could support the development of novel rLPG pathways. In the same way that a project developer has different choices for their product slate, researchers can also choose what areas to actively develop. This is an area where WLPGA and WLPGA members can play a role individually by identifying and communicating ways through which individual members can connect with the network of universities and research centres involved in research and development activities. Though researchers are driven by a range of personal values – it is primarily enabled by access to research funding. Although it is essential that the industry explores opportunities for public R&D funds to stimulate low-TRL pathways, the sector can’t rely on evaluation committees choosing to support novel routes to LPG in preference to alternative products and uses. The challenge is that the LPG sector has traditionally been an off-taker, and its specialised skills have focused more on logistics, marketing, retail and innovations in the usage of LPG (as combustible WORLD LPG ASSOCIATION
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Action Plan 2022 fuel). As fossil LPG has been a traded commodity product it has never needed the research and production skills and resources that are necessary to achieve its present sustainability goals.
Actions: •
• •
WLPGA to act as a platform for reception of information from WLPGA members and other stakeholders, related to research and development activities that may be taking place in key research institutes, universities, and knowledge centres related to on-purpose production of C3/C4 hydrocarbons and also DME from sustainable feedstocks. WLPGA, through simple internal processes/scouting, to also search similar information as above . Communicate information received as above for member individual follow up.
Budget: €0 on 2022 WLPGA budget. This is a potential project for 2022, to be further considered, and if approved, be run as a special project funded by interested members
Project IGO 2.7: Study on rLPG (& rDME) carbon footprints Background:
The carbon footprints of future fuel propositions, mainly of renewable LPG (rLPG) and renewable DME (rDME) and their blends, are extremely important in the positioning of the offerings of the LPG industry, towards 2050. These carbon footprints vary widely depending on production process pathways and also on feedstocks used. A clearer picture of the various product alternatives and their corresponding carbon footprints will help greatly understand the decarbonisation potential of the various options and steer the industry towards pursuing the most attractive options.
Actions: • •
Literature review of existing studies for the various alternatives. Calculations of dedicated life cycle assessment per production pathway.
Budget: €0 on 2022 WLPGA budget. Estimated cost €20k. This is a potential project for 2022 to be
further considered and if approved, be run as a special project funded by interested members. No impact on 2022 core budget.
IGO 3: Support growth in sectors (cooking, transport, power generation, marine) This objective addresses an important part of the WLPGA activities, namely supporting growth in premium (non-chemical) demand for LPG in various sectors. This includes the Cooking For Life programme that has helped recognise LPG globally as one of the best solutions to address the health and environmental challenges associated with cooking with traditional fuels, as well as WLPGA involvement in a partnership with UNHCR, a key global stakeholder, to facilitate the transitioning of 70 million refugees from traditional fuel to LPG. This objective includes also all activities related to Autogas, which was identified as the number one opportunity for the industry during the 2019 strategic review. A flagship LPG application, Autogas can be leveraged to position the overall benefits of LPG. Power generation using LPG as a fuel is another key area in this objective, with a promising future, supported by the reports, case studies and dedicated events produced by WLPGA. WORLD LPG ASSOCIATION
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Action Plan 2022
The use of LPG as a marine fuel has attracted great interest the last few years. In 2020 WLPGA won the prestigious Green4Sea Award as a recognition of its work, as well as the launch of the first VLGC powered by LPG. In 2021 the total orders of LPG fuelled LPG carriers stood at 120 vessels and those already operating at 15. WLPGA has been working on promoting the feasibility and benefits of using LPG as a marine fuel for a number of years, and the results of the 2019 strategic review demonstrated that many WLPGA members consider this segment as a significant opportunity for the industry in the future. The goal is to ensure that the industry makes the most of this opportunity by mobilising stakeholders with all available tools and channels. Any specific end-use applications that may require dedicated communications outreach for support will be assisted by the communications team, such as on-going and enhanced dedicated campaigns around Cooking For Life, Autogas, power generation and marine. These campaigns will comprise a coordinated approach including production of case studies around certain success stories, and accompanying social media support. This will also include increased media outreach to not only widen the geographic outreach of our media targets, but also to broaden the type of journalists who will be identified, e.g. transport journalist.
Project IGO 3.1: Autogas communications and market support Background:
In 2020 and 2021, WLPGA leveraged the unique opportunity that COVID-19 provided to position Autogas as a solution to maintaining the clean air experienced during the global lockdowns. In 2022 WLPGA will capitalise on the momentum built, and continue to advocate on the air quality benefits of Autogas. Improving our global reputation will require a consistent and deliberate approach to issues that resonate with the public and policymakers. As such, the focus of 2022 will be to build on previous efforts and to continue to position Autogas as a concrete solution to the global air quality crisis. This will be done by identifying key markets or regions and using on-line tools to target these geographies with the promotion of WLPGA content. This will require an audit of our current message house, and existing content. By having the most current, data-driven messaging and engaging content, we will educate and engage with our target audiences.
Actions: •
• • • • •
Maintain the bi-monthly newsletter “Autogas Today” to disseminate timely stories about Autogas from around the world, and progressively expand the readership. Review existing Autogas collateral with aim to refresh/update and develop new timely material. Provide specific support for market development in Nigeria by developing and executing a targeted communications campaign. Refresh the Autogas Incentive Policies document. Develop and execute “Autogas Day” as part of LPG Week in New Delhi 2022. Provide ad hoc support to members upon request, sharing data, best practices, drafting letters, position papers, etc.
Budget: €25,000 (€10,000 for the Newsletter, €12,000 for communications and other activities, €3,000 for Autogas Incentive Policies refresh) Project IGO 3.2: Cooking For Life Background:
Cooking For Life, was launched in 2012 with the objective of facilitating the switch of one billion people from cooking with traditional fuels to LPG by 2030. Cooking For Life has also established WLPGA as the global hub for information on the benefits of switching to LPG in a development WORLD LPG ASSOCIATION
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Action Plan 2022 setting and as a conduit to information and best practices from the LPG industry. Increased attention to the health benefits of clean cooking have been made more pronounced by the COVID19 crisis and the link between air quality and public health. Building on this, in 2022 Cooking For Life will maintain its focus on the overall objective of one billion people switching by continuing to successfully partner with key stakeholders and members. WLPGA will also focus on expanding its partnership with UN High Commission on Refugees to increase the use of LPG in camps for people displaced by social upheaval or natural disasters.
Actions: •
• • •
•
Hold at least four Cooking For Life workshops focusing on informing participants about the benefits of LPG as well as addressing challenges faced in their own markets and getting the industry to grow in a safe and sustainable manner. Work with representatives of the Indian government to jointly identify countries of interest where the various Indian LPG initiatives could feasibly work. Facilitate bilateral exchanges between the Indian and Nigerian governments to promote the growth of LPG in the Nigerian marketplace. This could culminate in a high-level physical meeting during LPG Week in Delhi. Continued outreach with key stakeholders to promote LPG as a solution for clean cooking. The stakeholders who should be approached include policy makers, national LPG associations, multilateral institutions such as the World Bank and development NGOs. This dovetails with the work being done in the SDG section of the Advocacy programme area. Cooperate with the Indian government and industry to hold the sixth version of the LPG for Development Summit (LPG4DEV 6.0) during LPG Week in New Delhi. This event will focus on the benefits of switching to LPG using the Indian model as a template. A document of outcomes from the Summit will be published with conclusions and recommendations to be used by stakeholders in the development community.
Budget: €25,000 (€10K for India Nigeria bilateral, €15 for travel and communications support) Project IGO 3.3: Power Generation Background:
Since 2017, WLPGA has been promoting the potential for LPG in power generation applications. In 2022 the objective will be to continue positioning LPG for power generation as a clean, available and affordable power solution that has a key role to play in the energy transition. To do this there will be a focus on awareness raising about the technology with the aim of positioning the industry to take advantage of the long-term growth potential in this segment.
Actions: • • • • •
Hold a dedicated LPG For Power Generation (LPG4PowerGen) side event during LPG Week in New Delhi that will highlight the opportunity in this segment. Continue working with the current Working Group on LPG for Power Generation to promote the event through media channels, on-line tools and existing publications. Provide ad hoc support to member upon request, sharing data, best practices, drafting letters, position papers, etc. Creation of at least one case study which highlights a power generation system that is currently in operation. Continued management of the of communications focused on outreach to key stakeholders at a variety of events to promote LPG as a solution for power generation. Key stakeholders include equipment manufacturers, policy makers, national LPG associations, multi-lateral institutions such as the World Bank and producers of LPG.
Budget: €10,000 (for communications support) WORLD LPG ASSOCIATION
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Project IGO 3.4: Marine LPG Background:
Interest in the use of LPG as marine fuel is largely being driven by the International Maritime Organisation (IMO) environmental regulation, IMO2020 which imposes a sulphur cap, limiting the amount of SOx emissions. In addition, the IMO GHG emissions strategy calls for a reduction of GHG emissions of at least 50% by 2050 compared with 2008. This has opened up an opportunity for large LPG fuelled marine engines which can reduce sulphur emissions by up to 97% and can allow for compliance with current and future emissions requirements. LPG also offers additional optimisations, including easy storage, refuelling and wide availability of bunkering ships and facilities. WLPGA has been working on promoting the feasibility and benefits of using LPG as a marine fuel for a number of year. The results of the 2019 strategic review demonstrated that many WLPGA members consider this segment as a potentially big opportunity for the industry in the future. The goal is to ensure that the industry has and develops the right tools and activities to make the most of this opportunity. In 2020 and 2021, the use of LPG as marine fuel has seen a tremendous growth with already 120 LPG carriers on order and 15 already operating. However, the well-recognised advantages of LPG as a marine fuel need to expand to other marine segments outside the LPG carriers. This will need dedicated work to address these other segments with appropriate value propositions.
Actions: •
• • • •
• • •
Build on the already successful WLPGA work in highlighting this issue to the industry, with further activities to raise the awareness and the potential of LPG in the marine segment. Represent the industry at key events and establish clear and coherent advocacy and communications positions to bolster the case. Continue engagement with ship owners, operators and classification societies towards better understanding of the opportunity that LPG can provide as a marine/bunkering fuel. Assistance with a feasibility report on LPG propulsion Continue engagement with equipment manufacturers and OEMs so that they can better appreciate the opportunity and the potential of LPG fuelled engines in the marine/shipping environment. Engagement with authorities, regulatory bodies and other key stakeholders through conferences, workshops and other events. Produce a major campaign, comprising elements such as case studies, communications toolkit e.g. message house, infographics, data mining existing content etc. (in-house, no budget). Production with Lloyds of case studies, reports etc. addressed to other than LPG carrier shipping segments as well as specific stakeholder engagement with these other segments.
Budget: €15,000 (conferences preparations, stakeholder support, feasibility report, consultancy support).
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2.5 Improving WLPGA Effectiveness (IWE)
The 2020-2022 Strategic Review highlighted areas of improvement in the effectiveness of the WLPGA through increasing membership and development of competence. The preparation of the next three-year plan for 2023 – 2025 is included in this overall context. This programme area does not come under any of the existing goals.
Budget allocation in 2022: €20,000 IWE 1: Strategic review support Background:
The WLPGA works to a three-year strategic plan. The current plan covers the period 2020-2022 inc. In 2022 a new three-year Strategic Plan Review will be prepared to cover the period 2023–2025 inc. As part of the Action Plan for 2022 a scope will be prepared for a committee, led by WLPGA, to prepare the new Strategic Plan. The strategic planning process will include, but not be limited to, interviews of: Industry Council Members; regular members representing key business groupings within the WLPGA; outside stakeholders & partners of the WLPGA.
Actions:
The WLPGA will convene a committee of key member representatives to conduct the three-year strategic review. The planning process will be done in-house however a budget of €20,000 is allocated to facilitate required strategic planning sessions and prepare the final report. The Strategic Plan needs to be completed with Industry Council approval prior to the Annual General Assembly in December – by which time the membership will be asked to approve the plan.
Budget: €20,000 for off-site meeting space, travel, consulting support, publishing & printing.
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Action Plan 2022
2.6 Special Projects for WLPGA Members The WLPGA is able to act as an umbrella or coordination centre for “special” projects that are in line with our mission statement yet not deemed suitable for execution as a core project. A consortium of at least three WLPGA members may propose a project that is not funded by the core projects budget but financed separately by the member group. The latter may want to use the WLPGA platform for pursuing specific outreach opportunities, studying a topic important for one market segment or for one category of members only, for commissioning a WLPGA market development study that is not appropriate for the core projects budget or for other specific activities such as significant support to training programmes. WLPGA staff can be involved in the administration of special projects for WLPGA members. The WLPGA staff will spend a limited amount of time on this service and will invoice the members concerned for administering their projects. The WLPGA may use other resources than the permanent staff to coordinate the project administration if appropriate. This service is available for WLPGA members only. It will consist of: opening a project account; managing project revenues and expenses; assisting in recruiting contractors; facilitating meetings if required and helping produce the project deliverables. Deliverables from special projects become the property of the funding members and will not be published by the WLPGA without the permission of the funding members. No more than 10% of existing WLPGA staff time will be devoted to the management of special projects. Only special projects of which the purpose is well known and approved by the Industry Council will be coordinated under the WLPGA umbrella as described above.
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2.7 Events including World LPG Forum/LPG Week The actions in 2022 related to the World Forum will cover the planning and execution of the third LPG Week, incorporating the 34th World LPG Forum which will be held 5th – 9th December 2022 in New Delhi. In addition, preparations will continue for the fourth LPG Week in 2023. LPG Week consists of several parallel conferences, seminars and meetings together with an exhibition, and is widely recognised as the most significant event in the LPG industry calendar. In 2022 all the meetings scheduled at the time of the Forum (Board of Directors, Industry Council, General Assembly, Member Engagement Meetings, Global Technology Conference, LPG for Development etc.) will be held under the common brand “LPG Week”. Actions will be taken to develop LPG Week including branding/marketing and securing third party events to take place during the week commencing 5th December 2022.
In addition to the preparation of LPG Week, the possibility of holding regional summits will be reviewed through the year, depending on travel and meeting restrictions.
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Action Plan 2022
3. WLPGA Targets - 2022 In order to monitor and evaluate progress during the year, 17 projects will be followed with quarterly KPIs as shown below.
Description
1
2
3
4
5
Identify Stakeholders, Strategy & Communications Tools
Advocate for LPG in the decarbonisation debate
Advocate for LPG in the decarbonisation debate communications
LPG’s contribution to achieving the SDGs
LPG’s contribution to achieving the SDGs communications
Objective
ADV 1
ADV 2
ADV 2
Targets April 1
st
Create roadmap for revisiting association outreach & Presidents’ Platform strategy
Hold Presidents’ Platform meetings and document outcomes
IGU comms outreach with Social Media panel in Daegu Produce JET Heating Task Renewable Fuels Force created, Incentive Policies first deliverables (RFIP) document done, key along with influencers communications identified toolkit
Plan 2022 series of LPG Talks Live, LPG Talks & Newsletter suite
Develop media list for SDG scope
Oct 1st
Jan 1st
Hold a second WBA Summit
Manage rLPG advocacy campaign for rLPG for the year, which will include the WBA event
Refine latest media Redesign and list, identify publish the minimum six Member relevant media Value outlets and Proposition contacts
Develop & Launch Roadmap to COP30 Task Force and hold first meeting
ADV 3
ADV 3
July1
st
Manage all pre-COP activities
Produce mini three-week campaign around SDGs
Have produced four case studies Quarterly Thought Leadership articles (4) published
Represent the industry in the UNFCCC COP7 meetings in Egypt and manage all during and post activities Produce Humanising Energy report before LPG Week along with communications toolkit
Goal A: Advocate LPG as part of the solution to future energy challenges (ADV)
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Description
6
Develop one GIP Guide focusing on a specific part of the LPG business
7
Hold up to three good industry practice (GIP) workshops
8
Create a digitalisation programme that closely monitors and reports on new developments as they occur and takes advantage of these
9
10
11
Harmonise, simplify and optimise ISO and other standards impacting the industry
WINLPG
Youth in LPG
Objective
April 1
st
BIM1
Identify subject
BIM1
Conduct 1st GIP workshop
BIM2
Maintain steering committee and detailed plan of action. Select topic for Challenge ‘22
BIM2
Targets July 1st Commence drafting of Guide
Conduct 2nd GIP workshop
Launch LPG Challenge ’22. Report to membership
Participate in ISO TC58 SC4 plenary
BIM3
Class of 2021 online
BIM3
Youth Council to produce quarterly written updates for the IC #1
Conduct Webinar, launch awards, hold Knowledge Exchange in Barcelona
Quarterly update #2
Oct 1st
Jan 1st
Complete and publish Guide
Conduct 3rd GIP workshop
Conduct 4th GIP workshop (subject to budget)
Conduct webinar. Update IoT report
Complete LPG Challenge ’22. Report to membership
Participation in UN TDGs meeting Geneva July
Participate in UN TDGs meeting Geneva Dec & plenaries of ISO TC58 SC2, ISO TC58 SC3.
Confirm four new Ambassadors
Launch two new chapters (travel permitting), hold Knowledge Exchange in Delhi
Quarterly update #3
Youth Council present at December IC Quarterly update #4
Goal B: Support efficient and responsible business (BIM)
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Description
12
13
14
15
16
17
Promote new technology
Demonstrate the credibility of meeting at least 50% of the 2050 nonchemical LPG demand with renewable LPG
Autogas market support
Cooking For Life
Power Generation
Marine LPG
Objective
Targets April 1
st
July 1
st
Oct 1st
Jan 1st
Finalise revised and new report for New Delhi. Hold successful GTC2022
Media promotion GTC2022
IGO1
Complete media promotion of GTC2021 winners Agree report to revise and develop. Launch GTC2022
IGO2
- BioLPG The Renewable Future Follow up and 2022 report any TBD, TBD, - rLPG Products, adjustments to Deliverables of Deliverables of Terminology, Global rLPG rLPG/rDME rLPG/rDME definitions pathways special projects special projects guidance - Comms plan and towards 2050 as per plan to as per plan to be report (phase be defined Q1 defined Q1 materials on 2) Global rLPG and rDME pathways 2050 reports
IGO3
Agree Autogas strategy 2022 with focus on Nigeria
Complete GTC2022 submissions process
Launch the Air Quality campaign for Autogas
IGO3
Facilitate meeting between Nigerian and Indian officials
Hold at least two C4L workshops
IGO3
Develop and implement communication strategy for the year
Create at least one case study
IGO3
- Selection for development of marine report or case study with Lloyds on segment other than LPG carriers
- Participate in one marine event with members - Marine campaign on selected segment
Launch updated Autogas Incentive Policies Meet with UNHCR officials to solidify partnership and discuss next steps
Successfully execute Autogas Day in Dubai
Hold at least two C4L workshops Hold LPG4DEV 6.0 meeting in Delhi
Hold LPG4PowerGen event in New Delhi Develop two marine case studies on selected nonLPG carrier segments inboards/ outboards
Participate in one major marine event alongside members
Goal C: Encourage innovation and support business growth (IGO)
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Appendix 1 – Objectives of 2020-2022 strategic plan
Goal A
Advocate LPG as part of the solution to future energy challenges (ADV)
A1
Identify Key Global Stakeholders through a focussed mapping process and development of a comprehensive advocacy strategy.
A2
Advocate for LPG in the decarbonisation debate through a series of initiatives including, but not limited to: media outreach; annual studies focussed on the contribution of LPG to the energy transition; direct support to lobby activities of national and regional LPG associations.
A3
Formulate and promote LPG’s contribution to achieving the SDGs through a communications and advocacy campaign.
Goal B
Goal B: Support efficient and responsible business (BIM)
B1
Improve safety in the business through developing three new WLPGA Good Industry Practice Guides for specific LPG sectors and holding six in-country workshops, focused on cylinder management, market regulations and enforcement.
B2
Encourage business improvement through knowledge transfer, to and within the industry, on issues such as: market intelligence; digitalisation and through standards harmonisation.
B3
Support improved diversity in the LPG business through increasing women employed in the sector by 3% compared to 2019 and through developing a programme to attract young talent
Goal C
Encourage innovation and support business growth (IGO)
C1
Promote new technology, innovation and applications for LPG through, amongst other activities: the preparation of three studies on new application opportunities; development of the Exceptional Energy in Action website and participation in selected exhibitions/conferences in key sectoral areas.
C2
Demonstrate the credibility of meeting at least 50% of the 2050 non-chemical LPG demand with renewable LPG.
C3
Support the growth of LPG demand in specific end-use applications with a focus on cooking, transport and power generation.
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Appendix 2 - WLPGA Organisation At the end of 2021, the WLPGA comprised a team of eight staff based at the offices on 182 avenue Charles de Gaulle, 92200 Neuilly-sur-Seine, France. The staff is tasked with executing the action plan for the Association.
CEO & MANAGING DIRECTOR James ROCKALL
OFFICE MANAGER and MEMBER RELATIONS MANAGER Audrey GINSZ
DEPUTY MANAGING DIRECTOR and DIRECTOR MARKET DEVELOPMENT Michael KELLY
COMMUNICATIONS and MARKETING DIRECTOR Alison ABBOTT
TECHNICAL DIRECTOR Nikos XYDAS
EVENTS DIRECTOR Esther ASSOUS
DIGITAL COMMUNICATIONS MANAGER Camille PIERON
COMMUNICATIONS COORDINATOR Melanie MILATE-MASCHINO
In addition to the staff members, the organisational structure of the WLPGA comprises the following statutory bodies: • General Assembly, representing all members • Board of Directors, elected by the General Assembly • Industry Council, with representatives of member companies The WLPGA also manages structured networks and working groups to coordinate member support to specific objectives under the three goals. Each goal has a Chair for the three-year duration of the 2020-2022 plan. Three times per year, in conjunction with Industry Council meetings, the WLPGA holds “Member Engagement Meetings” where member interaction and communication are fostered under the three goals. For important projects, working groups can be set up on an ad-hoc basis by the Industry Council. These working groups can be composed of both member and non-member representatives. To comply with French tax legislation, the World LPG Association created a commercial subsidiary in 1998 to deal with organising the World LPG Forum and selling publications. The commercial subsidiary is World LPG Communication, a Société à Responsabilité Limitée (SARL) with the World LPG Association as single partner (100% subsidiary). The Managing Director of the WLPGA, acts as Manager (Gérant) of World LPG Communication SARL.
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World LPG Association 182, avenue Charles de Gaulle / 92200 Neuilly-sur-Seine / France +33 (0)1 78 99 13 30
[email protected] www.wlpga.org