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How has your award-winning CHP system, the agenitor 406, developed over time?
Frank Grewe: We have worked on many aspects of the product over the past few years and achieved an increase in absolute output. Ultimately, that means that the CHP can generate more power. The award-winning hydrogen-fueled version of the system only had a six-cylinder engine. Nowadays, systems can have engines with up to twenty cylinders. Thanks to this progress, we can offer systems with an output of almost one megawatt. We have also succeeded in fully establishing the product in everyday life. Two years ago, hydrogen was not as big a topic as it is today. That was also apparent in the commissioning processes for our first hydrogen systems. On site, we had our research and development specialists, not the usual commissioning engineers. Now, hydrogen products are fully integrated into standardized, operational processes.
How did the market react to the development?
Frank Grewe: We operate on a market subject to heavy political regulation. As a result of the growing need for secure, climate-neutral power generation capacities, the market response to our hydrogen CHP was suitably positive. An award such as the Innovation Prize can help to increase public confidence in a new technology. Tragically, the energy policy upheavals caused by geopolitical events of the past couple of years also contributed to the increased spotlight on our product. I also believe that projects undertaken by municipal utilities and industrial companies, such as the construction of wind farms, photovoltaic arrays and the development of hydrogen plants equally contributed to a positive climate and an increase in trust, which has benefited us as a provider of hydrogen solutions.
Have you patented your innovation?
Frank Grewe: The hydrogen CHP as a concept cannot be patented. Still, we have applied for a patent for individual thermodynamic processes in the engine. To be precise, we patented the turbocharger modification. Patent proceedings concerning the use of special gases with high hydrogen contents are currently underway. It would apply to waste gases from industries in general and the semiconductor industry in particular, which can be very interesting as renewable gases against the backdrop of energy shortages.
At the time, did the award have any impact on the company’s public perception?
Frank Grewe: It goes without saying that such an award has an impact. However, as a company operating on a global scale, it only had a limited effect when it comes to acquiring new customers. In countries like Japan, the award is less significant than in our home region. Still, we publicized winning the Innovation Award beyond that region. The award was also highlighted in employee recruitment by prominently featuring it in our social media presence. The aim was to appeal to young people and show them what they could be working on with us and show them that they could contribute to the success of a company that is actively shaping the energy transition.
Based on your experience to date, what advice would you give other companies for their own innovation management?
Frank Grewe: Once companies reach a certain size, it becomes important to reflect innovation in processes as well. This applies not only to our flagship hydrogen project, but also to our numerous smaller projects aimed at improving various technical components. With a good forty employees now directly involved in development, the aim has become to sensibly represent this ingenuity and creativity, to make it reproducible and assign timescales to it. It is important to keep an eye on all development projects, to always prioritize agility in implementation and to maintain a culture that allows for learning from mistakes. It is also worth noting the impact that the development of pioneering technologies has on employee motivation. On several occasions, we have already noticed that employees are particularly interested when it comes to major topics such as hydrogen and heat pumps. That became especially obvious when we won the award. The picture of the acceptance was shared by many employees on social media. They are proud to be part of the company and its success.
What impact does your corporate culture have on innovation management?
Frank Grewe: Our company culture puts great emphasis on openness to encourage creativity. Every employee who has an idea is encouraged to bring it to the table. No matter which department they work in. Developing innovative ideas is practically in our DNA. Throughout our company’s history, we have always needed to be innovative. We have our roots in the biogas market, where we regularly faced new challenges due to changes in legislation, new framework conditions and funding opportunities. To give an example: Back then, it was widespread practice to run the engines on biogas plants for a whopping 8,500 hours a year in order to receive the most subsidies. To give an example: Back then, it was customary practice to run the engines on biogas plants for a whopping 8,500 hours a year in order to receive the most subsidies. Today, it makes much more sense to operate the plants according to demand, that is, whenever wind and sun do not deliver. For us, this means that our products must be able to function reliably with new operating modes. Innovations are necessary to implement these requirements. What is more, our systems are integrated into large heating networks operated by energy suppliers. We must meet their requirements, including for example digital responses to their signals. As a company, our approachable management and constant desire to innovate encourage new ideas. It is also helpful to have specific parts of our customer base that are willing to test and review new or refined developments over certain periods of time, for example to find out about the wear and tear of the respective application. This strengthens our ability to make improvements and develop sustainable innovations.
What roles do cooperation partners (e.g., universities) play in the development of innovations?
Frank Grewe: We have relied on the expertise of scientific institutions for many years. For the hydrogen project, we worked closely with OTH Amberg Weiden, which focuses on CHP technology. Another long-standing partner is the Steinfurt faculty of the Münster University of Applied Sciences, which works intensively on the topic of fluid dynamics. Not forgetting the cooperation with some of our customers, who allow us to use their systems for long-term tests. This makes them equally important partners in the development of innovations.
