KBR to manage Power2X e-SAF plant project in Rotterdam

Introduction: A major step in the global energy transition

The aviation industry is facing one of the greatest technical and economic challenges of the 21st century: decarbonization. In this context, sustainable aviation fuels (Sustainable Aviation Fuels – SAF) represents a technical solution of great importance, and their production through electrochemical methods and Power-to-X processes is becoming increasingly relevant at a global level. An emblematic project in this regard is the factory Power2X e-SAF in Rotterdam, the Netherlands, an energy infrastructure project of high technical complexity, for which the American company KBR was selected to take on the role of Project Management Contractor (PMC)This decision marks not only a recognition of KBR's expertise in engineering and project management, but also a confirmation that green synthetic fuels projects have reached a level of maturity that requires rigorous governance and delivery structures.

What is Power2X and what is the vision behind the e-SAF factory in Rotterdam?

Power2X is a company specialized in developing Power-to-X projects, i.e. projects that transform renewable electrical energy into chemical energy vectors such as green hydrogen, green ammonia or synthetic fuels. The e-SAF factory in Rotterdam is a concrete example of this vision: an industrial facility that will produce synthetic aviation fuel starting from renewable electricity, water and carbon dioxide captured from industrial sources. The technical process involves several complex steps, including water electrolysis to produce green hydrogen, CO2 capture and purification, followed by Fischer-Tropsch synthesis or methanol-to-jet to obtain the final fuel.

Rotterdam is a strategic location for such a project: the port of Rotterdam is one of the largest industrial ports in the world, with an existing energy infrastructure, access to maritime and air transport networks, as well as CO2 sources from local industry. These geographical and logistical advantages make Rotterdam an ideal hub for the production and distribution of e-SAF on an industrial scale.

KBR's role in the project: Project Management Contractor (PMC)

What is the role of PMC in an energy infrastructure project?

In large-scale projects in the energy and petrochemical industries, the role of Project Management Contractor (PMC) is distinct from that of a simple consultant or execution contractor. The PMC acts as an extended representative of the client, with responsibility for coordinating the entire project team, including engineering contractors (EPC or EPCM), critical equipment suppliers, technical consultants and regulatory authorities. KBR will thus ensure the technical and procedural governance of the entire project life cycle, from the front-end engineering (FEED) phases to the commissioning of the facility.

Specific responsibilities of a PMC include: technical and contractual risk management, cost and schedule control, engineering and construction quality assurance, interface management between multiple contractors, and control and safety systems integration. In the case of an e-SAF project of this complexity, these functions become essential, as they involve emerging technologies that do not yet have an extensive industrial track record, which amplifies technical uncertainties and implementation risks.

KBR expertise in energy transition projects

KBR Inc. is a global engineering, procurement and project management company with an impressive portfolio in the energy, chemical and defense sectors. In recent years, KBR has focused its strategy on energy transition projects, developing technical capabilities in areas such as green hydrogen, green ammonia, carbon capture and storage (CCS/CCUS) and synthetic fuels. KBR's selection for the Power2X project in Rotterdam reflects this strategic reorientation and confirms that the experiences gained in conventional hydrocarbon projects can be successfully transferred to the new generation of clean energy projects.

An important technical aspect of KBR's involvement is the company's ability to manage complex technological interfaces specific to an e-SAF production chain. This includes the integration of electrolysis units with chemical synthesis units, utility management (water, electricity, gas), intermediate storage systems and final fuel delivery logistics. Each of these interfaces represents a potential point of technical and contractual risk, and the role of the PMC is precisely to anticipate, monitor and mitigate these risks in a structured and documented way.

The Technology Behind e-SAF: Technical Processes and Engineering Challenges

Electrolysis and green hydrogen production

The first step in the e-SAF production chain is the production green hydrogen by electrolysis of water using renewable electricity. Electrolysis technologies used on an industrial scale include alkaline electrolysis (AEL), proton exchange membrane electrolysis (PEM) and solid oxide electrolysis (SOEC). Each technology has different technical characteristics in terms of energy efficiency, power density, operational flexibility and capital costs. In the context of a large-scale project such as the one in Rotterdam, the choice of electrolysis technology has direct implications for the engineering design of the entire plant, on the operational costs and on the long-term technical risk profile.

The production of green hydrogen on an industrial scale also involves significant challenges related to process water management, safety (due to the high flammability of hydrogen), storage and compression, as well as compatibility with downstream chemical synthesis systems. All these aspects must be integrated into a cohesive engineering design and validated through rigorous HAZOP (Hazard and Operability Study) and QRA (Quantitative Risk Assessment) processes.

CO2 capture and synthetic fuel synthesis

The second major raw material flow for e-SAF production is carbon dioxide, which can come either from Direct Air Capture (DAC) or from point industrial sources, such as cement, steel or power generation plants. In the case of the Power2X plant in Rotterdam, the proximity to industrial CO2 sources in the port of Rotterdam represents a significant logistical and economic advantage.

Once the green hydrogen and purified CO2 are obtained, the synthetic fuel synthesis process can be carried out through several technological routes: Fischer-Tropsch synthesis (FT), which produces a mixture of liquid hydrocarbons that can be further refined into aviation fuel, or route methanol-to-jet (MtJ), which first involves the synthesis of methanol from H2 and CO2, followed by the conversion of methanol to hydrocarbons for reactors. Both routes have been demonstrated at pilot scale, but scaling them up to industrial scale still represents a major technical and economic challenge, making project management and technical governance all the more important.

Project management in the context of Power-to-X projects: Specific challenges

Contractual complexity and supplier management

Greenfield Power-to-X projects involve a extremely complex contractual structure, with multiple proprietary technology suppliers, construction contractors, utility providers and regulators. Unlike conventional refining or petrochemical projects, where the technologies are well-known and suppliers have an extensive track record, e-SAF projects are based on relatively new technologies, with few suppliers and limited production capacities. This situation creates significant risks related to the availability of critical equipment, meeting delivery deadlines and ensuring performance guarantees.

In this context, KBR's role as PMC involves not only coordinating current activities, but also a proactive procurement strategy (procurement strategy) that anticipates market constraints and ensures early securing of long lead time equipment, such as electrolyzers, synthesis reactors and gas purification systems. Contract management with proprietary technology suppliers also requires specialized legal and technical expertise, to ensure the transfer of know-how and protect the client's interests in the long term.

Cost control and change management in innovative projects

One of the biggest risks in innovative energy infrastructure projects is exceeding costs and deadlines, a phenomenon known in the literature as "cost overrun" and "schedule overrun". International studies show that first-of-a-kind (FOAK) clean energy projects have a significantly higher probability of exceeding the initial budget than conventional projects, precisely due to technical uncertainties and the lack of large-scale industrial experience.

In this regard, KBR will need to implement robust systems Earned Value Management (EVM), detailed change management programs, regularly updated risk analyses (dynamic risk registers) and transparent reporting to project funders and stakeholders. At the same time, cost estimates will need to include adequate contingencies for technical uncertainties specific to emerging technologies, and the execution program will need to be realistic and well correlated with the availability of specialized human resources and critical equipment.

Sustainability and compliance with European regulations

The Power2X e-SAF project in Rotterdam is taking place in an extremely dynamic European regulatory framework, marked by initiatives such as REPowerEU, fit for 55, the regulation ReFuelEU Aviation and the Renewable Energy Directives (RED III). Compliance with these regulations is not only a legal obligation, but also a condition for access to public funding and European support schemes. Regulatory compliance management thus becomes an integral component of project management, requiring continuous monitoring of the evolution of the legislative framework and agile adaptation of internal documentation and processes.

Also, certification of e-SAF fuel according to international standards (ASTM D7566) and verification of chain of custody for sustainability attributes (carbon intensity, renewable electricity sourcing) are complex technical and administrative processes that need to be planned from the early stages of the project. KBR will need to integrate these requirements into the overall project management plan and ensure that the entire project team is aligned with compliance and sustainability objectives.

The strategic importance of the project for the aviation industry and for Romania

The Power2X e-SAF project in Rotterdam is not only relevant for the Netherlands or the European aviation industry. It represents a reference model for how complex clean energy projects can be successfully delivered by applying rigorous project management practices. The lessons learned from this project can be applied to future similar projects across Europe, including Romania, where there is a growing interest in green hydrogen and synthetic fuels projects.

In Romania, the energy sector is going through a period of profound transformation, with major investments planned in renewable energy, smart grids and green hydrocarbon projects. Romanian project managers who want to be competitive on the European market must develop their skills in energy transition project management, including in areas such as Power-to-X, green hydrogen, CCS and synthetic fuels. Projects such as the Power2X in Rotterdam demonstrate that the demand for qualified professionals in these areas is growing rapidly, and specialized vocational training is becoming an essential competitive advantage.

Conclusion: KBR, Power2X and the future of project management in clean energy

Selection KBR as Project Management Contractor for the factory Power2X e-SAF in Rotterdam represents a landmark moment for the clean energy project management industry. This project demonstrates that the successful delivery of innovative energy infrastructure requires not only technical expertise in chemical and energy processes, but also advanced governance, cost control, risk management and regulatory compliance capabilities. As the energy transition accelerates globally, Power-to-X projects will become increasingly common, and the clean energy project management profession will be one of the most in-demand specializations of the next decade.

The main project management lessons from this case:

The role of the PMC is essential in complex energy infrastructure projects, ensuring technical and procedural governance throughout the project's life cycle.

Managing technological interfaces between multiple systems and contractors is one of the PMC's most critical responsibilities.

FOAK (first-of-a-kind) projects require significant cost and time constraints, as well as robust Earned Value Management systems.

Compliance with European regulations on renewable energy and sustainable fuels must be planned from the early stages of the project.

Proactive procurement strategy is critical in the context of market constraints for specialized equipment in the e-SAF production chain.

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