This strategic line includes all complementary actions carried out by the Centre such as the external relations, dissemination, training and social perception.
As an avant garde centre with a unique concept on the national level, CNH2 specialises in the research, development and innovation to drive forward the hydrogen and fuel cell technologies. We carry out these activities based upon the execution of R&D+i projects on subjects included in the following lines of research or the strategic guidelines defined in our Strategic Plan.
Link to: Hydrogen Production
The strategic line of hydrogen production focuses primarily on water electrolysis devices, especially at low temperature (alkaline polymeric membrane, PEM) from renewable sources but without forgetting other current or future pathways related to clean energy and sustainable processes (thermal energy with renewable sources, clean coal, natural gas cogeneration, …).
The strategic lines of hydrogen storage mainly focuses on storage technologies like high-pressure hydrogen storage and solid storage, especially in metal hydrides.
Link to: Hydrogen transformation
This strategic line focuses on proton exchange membrane fuel cells (PEMFC) and solid oxide fuel cells (SOFC), without forgetting other developments at a much earlier stage in which the hydrogen acts as energy carrier through the production of other energy than electricity.
This line includes activities that focus, first, on the integration of hydrogen as: a renewable energy storage in microgrids; distributed generation and smart grids; and other applications in hydrogen technologies in different systems, both stationary and transportation applications.
Link to: Regulatory, certification and safety
The strategic line of safety and regulations has the general objective to gain detailed knowledge of all the regulations and standards, from the security point of view, that are applied to activities carried out in the CNH2, like explosive atmospheres, pressure vessels, chemical storage, pressurized storage, etc.
