Canadian Geothermal Heat Pump Industry Technology · PDF fileDon Murray Enertran Heat pump...
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1
March 2012
Canadian Geothermal Heat Pump Industry
Technology Roadmap Final Report
Canadian Geothermal Heat Pump Industry Technology Roadmap
© 2012 Canadian GeoExchange Coalition
1
Table of Contents
Acknowledgements ........................................................................................................................................... 2
Steering Committee ........................................................................................................................................... 3
Message from the CGC ...................................................................................................................................... 4
Message from the Roadmap Steering Committee Chair ..................................................................................... 6
The Canadian Geothermal Heat Pump Industry Technology Roadmap – Process Outline ................................... 7
Canadian Geothermal Heat Pump Industry – The Path Forward ......................................................................... 8
Section I – Technology Development / R&D ..................................................................................................... 11
Context ....................................................................................................................................................... 11
1. Technology Improvements ................................................................................................................... 11
2. Knowledge Sharing ............................................................................................................................... 14
Section II – Training & Capacity Building .......................................................................................................... 16
Context ....................................................................................................................................................... 16
3. Training and Education ......................................................................................................................... 16
4. Awareness ............................................................................................................................................ 19
Section III – Outreach....................................................................................................................................... 21
Context ....................................................................................................................................................... 21
5. Stakeholder Engagement & Cooperation .............................................................................................. 21
6. Marketing ............................................................................................................................................. 24
Section IV – Geothermal Heat Pump Technology Policy ................................................................................... 26
Section V – Proposed Market Research ............................................................................................................ 29
Conclusions ..................................................................................................................................................... 32
Appendix 1 – Action Items Summary ................................................................................................................ 33
Appendix 2 – Policy Directions and Recommendations .................................................................................... 42
Appendix 3 – References ................................................................................................................................. 46
Canadian Geothermal Heat Pump Industry Technology Roadmap
© 2012 Canadian GeoExchange Coalition
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Acknowledgements
The Canadian Geothermal Heat Pump Industry
Roadmap is a national industry-wide exercise led by
the Canadian GeoExchange Coalition (CGC). Sophie
Martin, assisted by Liane Coulahan, coordinated the
roadmap planning processes and facilitated the
extensive work of industry stakeholders, analyzed
their input and prepared all the interim reports used
in the preparation of this final roadmap document.
The roadmap exercise was overseen by the
Geothermal Industry Roadmap Steering Committee
whose members provided important guidance
throughout the planning process as well as important
reviews and feedback.
CGC would like to thank the participants of the CGC-
led roadmap workshops held from March-August
2011 and the members of the roadmap sub-
committees and working groups for their time and
expertise. CGC would also like to thank the Steering
Committee for providing review comments on the
final reports. The documents attempt to represent the
views of the roadmap participants and of the Steering
Committee members fairly, with background
information taken from various consultations
conducted by the CGC over the years.
CGC specifically acknowledges Natural Resources
Canada – CANMET Energy (Varennes), and the Bureau
de l’efficacité et de l’innovation énergétiques du
Québec for their financial support. Over 80 % of the
roadmap funding was provided by CGC itself.
Thank you to all industry and non-industry partners
for recognizing past CGC accomplishments and for
believing in the strategic role the CGC is playing to
enhance the market transformation of the Canadian
geothermal heat pump industry.
Canadian Geothermal Heat Pump Industry Technology Roadmap
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Steering Committee
Chairman
Fraser Newton Limnion Geothermal Transfer Systems
GHP system component manufacturer (Ontario)
Members
Maude Chabot-Pettigrew Bureau de l’efficacité et de l’innovation énergétiques
Ministère des ressources naturelles et de la Faune du Québec
Government (Québec)
Shannon Claggett St. Lawrence College
Educational institution (Ontario)
Mike Comtois Northern Heat Pump
Heat pump manufacturer (Manitoba)
Andrew Cutts Anchem Sales
Refrigerant manufacturer (Ontario)
Grant Ferguson University of Saskatchewan
Educational institution (Saskatchewan)
Stéphane Gonthier Versaprofiles
Pipe manufacturer (Québec)
Glenn Kaye Maritime Geothermal
Heat pump manufacturer (New Brunswick)
Patrick Lambert Geo-Air Industries
GHP system component manufacturer (Québec)
Don Murray Enertran
Heat pump manufacturer (Ontario)
Sean Piekaar GeoFinity Manufacturing
Heat pump manufacturer (British Columbia)
Jason Pillipow Kube Solutions
Heat pump manufacturer (Nova Scotia)
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Message from the CGC
In 2005, the CGC initiated a market transformation
initiative for the geothermal heat pump industry in
Canada. CGC’s work directly led to the inclusion of
geothermal heat pumps into the ecoENERGY Retrofits
– Homes program in 2007. This resulted in hundreds
of millions of dollars invested in geothermal heat
pump installations in Canada between 2007 and 2011.
As some financial assistance programs were
scheduled to come to term in 2012, the CGC thought
it was timely to pause and consider the phenomenal
accomplishments of this industry since 2005. The idea
of engaging the industry in a roadmap exercise rapidly
emerged as an essential piece of the ongoing CGC-led
market transformation process.
After a full year of industry discussions, an amazing
number of ideas were identified to help take the
industry into the next phase of its sustainable
development. The difficult task was to go through
these ideas and pick those that best fit to help the
industry at this point in time, and translate them into
a final roadmap.
Whether they made it to the final document or not,
none of the ideas raised during the process are lost.
As we move towards implementing the actions
presented in the roadmap, we will continuously tap
into the rich and abundant source of information
contained in the working documents developed
through the initial phase.
This roadmap is different from past consultations.
Roadmap participants must be commended for their
insights as they went much further than talk about
how to address the industry’s “traditional” barriers:
high first cost, lack of training or lack of information.
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Roadmap participants discussed and identified clear
actions that can be taken by a multitude of
stakeholders. They did not create a shopping list
aimed at utilities and governments. They suggested
things that could be accomplished by the industry
itself. This is a refreshing indication of an industry
reaching a certain maturity: the debate has finally
achieved another level.
The CGC has already started implementing some of
the actions contained in this roadmap. We look
forward to working with all interested parties in
moving the Canadian geothermal heat pump industry
to new heights.
Stacey Bernier
Chairman of the Board
Canadian GeoExchange Coalition
Denis Tanguay
President & CEO
Canadian GeoExchange Coalition
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Message from the Roadmap Steering Committee Chair
As Steering Committee Chair of the Canadian
Geothermal Heat Pump (GHP) Industry Roadmap, I am
honoured to present this document and to
acknowledge the hard work of our steering
committee, workshop participants, sub-committee
groups, and CGC staff.
The Canadian GHP industry has experienced
phenomenal growth in the past five years and we
have reached a point where we must determine its
future direction. This roadmap is an industry-led
initiative that has developed a long-term vision for the
industry. It outlines the main gaps and priorities that
the industry needs to address in order to become
recognized as a mainstream solution in the heating
and cooling market by 2020.
The GHP industry is ready to take its position as a
mainstream heating and cooling solution. This
document puts forward strategies and initiatives that
can be implemented by a variety of stakeholders,
making the roadmap vision a reality.
Fraser Newton
LIMNION Geothermal Transfer Systems
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The Canadian Geothermal Heat Pump Industry
Technology Roadmap – Process Outline
November – December 2010
Preliminary phase
The roadmap proposal for the Canadian geothermal heat pump industry was discussed during the Utility and
Government Day following the CGC annual conference in November 2010. Participants agreed that a roadmap would
enable the geothermal industry and its stakeholders to reflect on and analyze the events of the last ten years, and
allow stakeholders to focus on the state of the industry, measure its progress, and evaluate its capacity while
identifying new areas of development.
January – March 2011
Planning and preparation phase
The preliminary and preparation phases of the roadmap process involved creating a detailed budget to forecast the
roadmap’s expenditures. CGC then conducted baseline research to determine what the most effective approaches
would be to meet with stakeholders from coast to coast. Different styles of interactive exercises were studied and
evaluated to ensure that the workshops would result in maximum outcomes of data and information. Finally, a
roadmap backgrounder and proposal was developed and sent to funding partners and a pre-selected Steering
Committee.
Steering Committee members were invited to a “phase one” planning workshop in order to define the strategic
environment of the geothermal industry in Canada and to determine a general vision, scope and purpose, as well as
priorities and timelines for the roadmap. Through key brainstorming exercises, participants established a medium-
term vision. The Steering Committee determined five areas of strengths, weaknesses, threats, and opportunities for
the Canadian geothermal heat pump industry: Technology/R&D, Training/Capacity Building, Marketing, Market
Analysis, and Policy/Regulation. These categories provided a starting point for in-depth consultation and discussion
with Canadian stakeholders and industry experts.
March 25th
2011
1st Steering Committee
Workshop
April 28th
, 2011
2nd
Steering Committee
Workshop
Steering Committee members were invited to a “scenario planning” or “visioning” workshop. This exercise sought to
support participants’ imagination and creativity and was intended as a means of mapping a range of viable strategies
for success. The exercise was not a vehicle for predicting the future. The purpose of the scenario planning exercises
was to: (1) mentally think through possible scenarios and prepare the mind for a future; (2) match the scenarios
(stories about what the future holds) with the roadmap vision; (3) formulate robust strategies that are resilient and
viable in the face of numerous scenarios.
June-July 2011
Regional Strategy Workshops
Based on the Scenario Planning Workshop, CGC was able to gather an extensive list of key industry drivers as the
foundation for its Strategy Development Workshops. Strategy workshops were held in British Columbia, Ontario,
Quebec and the Maritimes with CGC members and other industry stakeholders. The primary purpose of these
workshops was to develop objectives and intended strategies for the roadmap based on key industry drivers that had
been established by the Steering Committee. The secondary purpose was to encourage participants to brainstorm a
list of tactics that would enable the industry to implement the roadmap’s objectives and strategies.
August-October 2011
Working Group Discussions &
Review
Following the Strategy Development Workshops, industry stakeholders were asked to participate in one of three
working groups: Technology Development/R&D, Training/Capacity Building, and Marketing/Stakeholder Awareness.
The aim of the working groups was twofold: (1) thoroughly review each category and address any additional
objectives and strategies, (2) agree on specific strategies and action plans to be carried out by 2020. Finally, industry
stakeholders were invited to use an online content developer tool in order to contribute ideas, comments, and
editorial notes as well as review the first draft of the roadmap document.
November 2011 – March 2012
Final Roadmap Document
CGC has compiled all comments from the roadmap workshops and consultations into two final documents. These
documents establish a “big picture” vision for stakeholders in the Canadian GHP industry and provide concrete
direction on how to address the still-fragmented nature of the business. It highlights key industry needs, barriers to
be overcome, and articulates action plans for overcoming these barriers. The documents were reviewed and
approved by the Roadmap Steering Committee and the CGC Board of Directors before publication and distribution.
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Canadian Geothermal Heat Pump Industry
The Path Forward
The Canadian Geothermal Heat Pump (GHP) industry, including HVAC-R systems in retrofits and new residential
& commercial buildings, has experienced phenomenal growth since 2005, with five consecutive years showing
annual growth rates exceeding 40%. This growth is mainly due to the combined impact of the federal
ecoENERGY Retrofit – Homes program, provincial and utilities complementary financial assistance programs, as
well as the Canadian GeoExchange Coalition’s (CGC) rigorous national training, accreditation, and certification
program. The number of installed geothermal systems has increased eleven-fold since 1996. There are over
100,000 installations in Canada today, and CGC estimates that 11,500 systems were installed in 2010 alone
after a peak at more than 15,000 units installed in 2009.
The Canadian GHP industry enjoys numerous economic, technological, environmental, and capacity advantages
and opportunities. In addition to the industry’s exceptional growth, most of its economic impacts directly
benefit local and regional economies. CGC estimates that over 90% of a GHP system’s value is generated in
Canada, by Canadian industry stakeholders. That value includes job creation for Canadians and money spent on
Canadian products and services such as local drilling, design, and installation.
Canadians have played a key role in GHP innovation, from simultaneous heating and cooling and split systems,
to advanced design software. Canadian manufacturing capacity has risen in the last few years and the private
sector has shown world-class leadership in R&D activities. GHP technology development and research clusters
have been growing at Canadian universities, colleges, and government labs, but also increasingly so in the
private sector.
The GHP industry is also equipped with a trained and talented workforce. Through the CGC-led market
transformation initiative, CGC and industry partners have built world-class industry capacity. Accredited
professionals – currently more than 1,200 – and qualified companies are the collective backbone of the
Canadian GHP industry, delivering jobs, quality installations and energy savings to customers in all regions.
The Canadian industry is bolstered by a strong and growing trade-college and university educational network
that is shaping the next generation of GHP installers, designers, technicians and engineers. Together, these
institutions offer standardized training in GHP systems. This unique network, which currently comprises 18
institutions nation-wide, distinguishes Canada as a world leader in training and accreditation of GHP
professionals and illustrates the inclusive nature of the country’s market transformation initiative.
Stakeholders from industry, government, utilities, and academia
worked collaboratively to develop this roadmap in order to
overcome GHP industry barriers and seize opportunities in
technology development, R&D, training, capacity building,
marketing, and stakeholder awareness. Through a series of
workshops, consultations, and working groups, participants
developed the vision, identified the barriers to achieving the
vision, and articulated proposed actions for overcoming those
barriers. This document presents the key action items which emerged out of their collective work.
The Vision
Geothermal heat pumps will be recognized
as a mainstream solution in the heating
and cooling market by 2020.
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Three essential parts of the roadmap process are: (1) identifying industry priorities; (2) defining the role of the
involved stakeholder groups, as well as; (3) how they will collaborate towards achieving a common goal. This
document is the starting point; it provides stakeholders with a structured vision of the medium-term goals for
industry and identifies specific milestones and recommendations to achieve these goals.
The key areas addressed in this roadmap are illustrated below:
Over 150 individual actions were identified during the roadmap exercise. These actions were then grouped by
theme and in the end, 82 actions were retained for the roadmap document. These actions are presented at the
end of each subsection.
Despite the need for grouping and prioritization, none of the ideas raised and discussed during the roadmap
development phase are lost. The many documents produced during the process contain a wealth of
information and can remain a source of inspiration, during and after the roadmap deployment phase.
Many of the proposed actions have an impact on other actions or priorities. For example, a research outcome
can have an impact on capacity building and an outreach action could impact R&D decisions. This interaction
between priorities and actions creates a potential for new idea generation. All actions are listed in Appendix 1
including milestones and key stakeholders involvement.
In many areas, participants felt that the industry needed more information before proceeding with specific
strategies or recommendations, and suggested market research and analyses. These study topics are
summarized in section V of the Roadmap.
Roadmap participants also spent some time discussing the role of government in fostering the industry’s
sustainable development. Policy directions and recommendations are presented in Section IV and Appendix 2.
Specific industry
actions for
technology
development
and R&D
Specific industry
actions for
outreach
Specific industry
actions for
capacity
building
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The following is a simplified illustration of the roadmap outcome:
Technology
Development / R&D
1) Technology Improvements
2) Knowledge Sharing
Training and Capacity
Building
3) Training and Education
4) Awareness
Outreach 5) Stakeholder Engagement & Cooperation
6) Marketing
PRIORITIES
ACTIONS PROPOSED MARKET
RESEARCH
POLICY DIRECTIONS AND RECOMMENDATIONS
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SECTION I
TECHNOLOGY DEVELOPMENT / R&D
CONTEXT
Geothermal heat pump technology as a system is comprised of proven off-the-shelf technologies, and there is
a need to optimize their integration in order to realize a cost-effective and highly efficient system. Historically,
Canadians have played a key role in the development of GHP technology. In recent years, individuals in
universities, government labs, community colleges and in various parts of the industry have shown leadership
on geothermal heat pump system research and development activities. Not only are we witnessing an
increased level of GHP R&D activities in various parts of Canada, but there are clear signs of the emergence of
embryonic research clusters. This goes far beyond anything we have seen in the past.
The rationale for increased R&D is generally to reduce the high first cost of GHP systems, both in residential
and commercial applications. While everyone is concerned about high first cost, very few people recognize that
this barrier can be overcome from different angles. There is certainly an R&D opportunity to help reduce first
cost but, there is also a significant market structure opportunity, a design and installation opportunity, as well
as a regulatory opportunity, to name a few. Each of these opportunities carries a different weight in the
residential or in the commercial sectors.
Roadmap participants identified a number of opportunities, objectives and strategies where R&D resources can
be efficiently and productively invested. These opportunities can be grouped under the following broad
priorities: (1) technology improvements, and (2) knowledge sharing.
1. TECHNOLOGY IMPROVEMENTS
1.1 Heat pump components are an area where R&D resources could be efficiently and productively
invested in order to improve system performance and reduce costs. Many believe that the North
American GHP industry is too small to influence component manufacturers in adapting their products
to geothermal applications. However, roadmap participants argue that individual components – such as
compressors – need to be designed strictly for the GHP industry, and procedures need to be developed
to optimize their integration. Procedures might include how to use purpose-built solar assists in
combination with thermal storage to enhance overall COP.
Piping is also a system component where recent R&D activities produced extremely promising results.
Canadian pipe manufacturers have recently introduced new pipes that are lighter, more resistant, and
more thermally efficient. The introduction of nanotechnologies in piping material may open new GHP-
specific research and applications.
Environmentally friendly heat transfer fluid is seen by almost all stakeholders as conflicting with
performance objectives. Yet, individual researchers in Canada place great hopes in the use of newly
developed fluids or in the use of existing fluids in new applications. Because renewable technologies
will be increasingly compared based on their cost and environmental footprint, R&D resources must be
invested in heat transfer fluid research.
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Action 1.1.1: Explore opportunities for various hybrid low-carbon technology combinations that can
leverage the benefits of GHP technology; streamline the installation process in the
residential sector through greater penetration of hybrid systems; demonstrate the
feasibility of hybrid systems in various regions
Action 1.1.2 Work in cooperation with component manufacturers to design components which are
sensitive to geo demands: air coils, reversing valves, check valves, coaxial coils,
compressors, etc. Create a program for manufacturers that will aid in determining the
matching of compressors to various types of evaporators and condensers
Action 1.1.3: Establish a mechanism by which manufacturers can speed up the R&D patent process
1.2 R&D within the design strategy itself is often forgotten. Nevertheless, this is seen as an important area
where more research is needed. Careful design that emphasizes “right sizing” can be an effective
means of overcoming barriers. For instance, system design and site investigations are often poorly
matched. The level of testing is not standard for similar sized developments and investment in site
investigations is not necessarily rational.
Many geothermal systems, particularly small residential systems, could be made simpler. Also, there is
no clear definition as to whether additional test drilling is warranted, when a geologist should be
contacted, or what level of thermal response testing is necessary for a given development in a given
environment. Roadmap participants called for increased R&D within the design strategy as well as
increased emphasis on the design differences in residential vs. commercial systems. The limiting factors
of costly and less efficient units call for research to simplify system design and streamline the
installation process. This includes streamlining the process of organizing work teams who have no
reason to work together other than geothermal. Participants expressed a need for thoughtful and
structured support for a class of simplified systems. They also called for more pre-fabrication of
standard components in shop and less fabrication on site to improve quality control and reduce costs.
Action 1.2.1: Characterize and emphasize the design similarities and differences in residential vs.
commercial systems
Action 1.2.2: Develop increased standards for Formation Thermal Conductivity testing
Action 1.2.3: Intensively investigate a sample of selected systems prior to installation to determine
which tests were most useful
Action 1.2.4: CGC to work in cooperation with manufacturers to adapt its standard commissioning
report for equipment to ensure that the equipment is functioning per equipment
design
Action 1.2.5: Create a software program that will determine the best system for the site and analyze
system design versus actual system performance
Action 1.2.6: Encourage manufacturers to have more pre-fabrication of standard components and
create “boxed system” equipment
Action 1.2.7: Develop standardized project management tools and recommendations
1.3 There is a general consensus that the drilling equipment used in the GHP industry is not designed for
the purpose of drilling geothermal boreholes. Heavy and intrusive water well drilling equipment is used
on most geothermal sites. This is a major barrier to the industry development in densely populated
urban areas where access to work space is limited. Furthermore, the relatively small scale of the GHP
industry and the lucrative mining and petroleum sectors are believed to keep drilling equipment
manufacturers and drillers uninterested in geothermal drilling. But this is changing. In recent years, we
have seen lighter and smaller drilling equipment successfully enter the market. Some came from
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Europe, but some was developed here in Canada. Roadmap participants discussed the need to attract
and leverage Canada’s immense drilling talent and expertise in order to improve drilling methods and
decrease costs within the GHP industry.
Action 1.3.1: Put in place well funded, carefully targeted, deftly coordinated research that can
attract interest of the best drilling talent
Action 1.3.2: Reach existing drillers of all types to explore industry opportunity and help deploy
lower-cost drilling technology adapted for GHP
1.4 Groundwater and aquifer protection is an issue that must be dealt with. Groundwater can be affected
by drilling and borehole construction practices, by heat transport away from geothermal systems, by
loss of working fluids, as well as by the poor design and operation of open loop systems. For this
reason, the industry is attracting ever more scrutiny relating to environmental practices. Without
adequate awareness, care, and attention to groundwater protection and other environmental
protection concerns, the industry is at risk of constraining itself to the permanent margin. R&D
resources must be invested in monitoring as well as developing better subsurface characterization and
site investigations that protect aquifers.
Action 1.4.1: More consistently apply tools and techniques for standardised subsurface
characterizations and testing routines, scientifically-based site investigation guidelines
leading to logical environmental regulations, and logical drilling regulations that protect
groundwater aquifers
Action 1.4.2: Engage further with provincial groundwater associations to establish critical concern
for aquifer protection and define R&D needs
Action 1.4.3: Intensively monitor a few sites to determine how site investigations match expected
long-term performance
Action 1.4.4: Conduct environmental monitoring around selected sites to establish environmental
impacts or lack thereof
Action 1.4.5: Continue to build regulatory summary document for each province and continue work
with provincial governments to define best regulatory practices across provinces
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2. KNOWLEDGE SHARING
2.1 There is a lack of dissemination of research results both in industry and academia. Stakeholders suggest
that research should encourage partnerships between the industry and R&D organizations and
expressed the need to create bridges between the industry and the research community.
Action 2.1.1: Establish a mechanism to better identify and publicize the technical innovations that
decrease the cost of systems
Action 2.1.2: Provide accessible tax consultant services for companies to claim innovation tax credits
Action 2.1.3: Make an inventory of R&D efforts in Canadian and US labs; develop a R&D library;
make an inventory of R&D fund providers and establish who is funding what; establish
a process to determine where R&D is needed
Action 2.1.4: Create a network of technical information for all stakeholders and a national
committee for the dissemination of knowledge; create activities to share innovations
and disseminate information (ex: technology contest)
Action 2.1.5: Continue to encourage industry co-funding of R&D activities and leverage matching
fund programs
Action 2.1.6: Continue to encourage academics to attend CGC & industry events
Action 2.1.7: Emphasize market-ready R&D and technologies developed by industry and more
creative research from academia
2.2 Technology improvements tend to stagnate in the GHP industry. Most of the R&D at research
organizations takes years before reaching commercialization and market adoption. Technology
improvements emerging from industry also take years before being tested and validated by scientists in
controlled environments and under established research protocols. The industry must take more
leadership in guiding the research process in order to achieve market-ready objectives.
Action 2.2.1: Engage all national and extra-territorial research organisations in coordinated R&D
activities with the objective of fostering long-term partnerships with industry or
associations where research is deployed
Action 2.2.2: Create bridges between the GHP industry and R&D organizations and hold joint events;
create bridges between the GHP industry and engineering associations
2.3 Some geology and engineering faculties in Canadian universities are studying specific components of
GHP systems. We are seeing emerging research in such areas as loop field configuration, ground
conditions and soil conductivity, DX applications, and technology integration. Furthermore, business
school students and faculty are showing an interest in the financial perspective of GHPs, and are
analyzing financing models and opportunities. Canadian community colleges are also actively engaged
in the delivery of courses on design and installation of GHP systems, sometimes through existing
building technician or engineering technician programs. Many are equipped with GHP systems used for
teaching and R&D activities. Roadmap participants call for partnerships between the industry and R&D
at colleges and universities which facilitate communication and foster a more practical emphasis.
Action 2.3.1: Develop a research fund managed by CGC and supported by industry member
contributions; expand bursary programs; joint internship between universities and
industry partners
Action 2.3.2: Component manufacturers to fund a lab where industry can improve design and test
new technologies that would work in the GHP industry: gases, compressors, heat
transfer liquids, pumps, piping types, controls etc
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Action 2.3.3: Facilitate communication between university researchers and the industry by staging
an R&D summit involving CGC stakeholders/ members and representatives of various
research organizations
Summary of CGC Current R&D Activities
� Ongoing metering project on commercial and residential buildings throughout Canada
� A comprehensive analysis of various grouts for permeability and thermal conductivity
� Maintenance of the world’s largest database of residential geothermal heat pump systems –
16,000 systems to date
� Ongoing development of state of the art design software intended to help installers and small
manufacturers
� Commercial design software to be released in 2012
� Integrated GIS mapping and database capabilities to conduct scientifically rigorous environmental
impact analysis, using proprietary GHG analysis tools and algorithms
� In-house market based research abilities and data collection tools
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SECTION II
TRAINING & CAPACITY BUILDING
CONTEXT
Thanks to the joint efforts of the Federal Government and electric utilities such as Hydro-Québec, Manitoba
Hydro, BC Hydro, SaskPower and Yukon Energy, the CGC developed and deployed the most advanced and
diversified training program for GHP practitioners in the world. Since the deployment of the Global Quality
GeoExchange Program in 2007, over 6,000 individuals have been trained in Canada by Canadians and to
Canadian standards. Of these trainees, CGC has accredited 700 residential installers and 500 residential
designers.
Since 2006, 18 colleges and universities have joined the CGC Education and Training Network as a means to
bring the next generation of industry practitioners into the GHP industry. Today, hundreds of college students
have passed the CGC Installer’s Course and the CGC Residential Designer’s Course. The CGC training curriculum
is increasingly incorporated by colleges and technical schools into their programs as stand-alone courses or
within existing courses.
Training and education of industry practitioners is the cornerstone of industry growth. But working on the
supply side of skilled workforce is not sufficient. Barrier removal depends largely on capacity building for a
whole set of stakeholders such as regulators, municipal and building inspectors, customers and others who all
play a role in promoting or regulating GHP technology.
Roadmap participants identified a number of opportunities where capacity building efforts can be effectively
focused. These opportunities fall under two overarching priorities affecting two broad groups of individuals: (1)
training and education, and (2) stakeholder awareness.
3. TRAINING AND EDUCATION
3.1 Although quality training for active industry practitioners has come a long way, roadmap participants
expressed the need to re-evaluate and expand GHP training in order to address current gaps ranging
from more regional variations to increased emphasis on hands-on training. They also expressed the
need to mandate and enforce quality training.
Action 3.1.1: Continue the development of continuing education courses for industry (geology,
thermal conductivity testing, software design, business management, municipal
inspections, etc.)
Action 3.1.2: CGC to work with manufacturers and installers to develop industry “Technical
Education Units” program
Action 3.1.3: Encourage people to stay trained and up to date through initiatives like industry
association-driven conferences & regional training as continuing education credit
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3.2 Securing and increasing skilled labour in the geothermal industry is an opportunity where training and
capacity building efforts can be effectively focused. This includes establishing stronger ties with trade
associations and obtaining recognition of required skills for all parties involved, increasing
opportunities to obtain these required skills (including transferrable skills), and increased knowledge
dissemination in order to provide a deeper understanding of the industry.
Action 3.2.1: Establish formal linkages with trade associations to offer continuing training sessions to
their members
Action 3.2.2: Working in conjunction with CGC members and CGC Qualified Companies to provide
more practical hands-on training through an apprenticeship-like program where
students are visually stimulated and have the opportunity to draw on different
competencies
3.3 The recognition of geothermal as a skilled trade is a delicate issue when dealing with training and
capacity building. On one hand, in establishing a trade, the industry is trying to include content into
what is already a crowded trade program, and people would be required to obtain additional
knowledge and skills that they do not need in order to perform their job. On the other hand, some
stakeholders maintain that geothermal must become a Red Seal trade in order to establish its
reputation as a stand-alone profession.
Action 3.3.1: Review and update the GeoExchange Installer National Occupational Standard
developed in 2009 by the CGC and industry stakeholders as needed
Action 3.3.2: Building on work done by the CGC and the Electricity Sector Council, define the scope
of the trade; feed the results into policy recommendations and further actions
Action 3.3.3: Address the labour challenge of specialized drilling workers and drilling companies who
are not attracted to the GHP industry while wages and revenues in the mining and
petroleum sectors are soaring
Action 3.3.4: Put mechanisms in place that ensure workers can build on their existing skills as the
markets change. Make sure that the absence of regulations or the lack of regulatory
enforcement does not harm current industry workforce. Secure and increase skilled
labour for the geothermal industry
3.4 Canadian community colleges and universities are actively engaged in training on design and
installation of GHPs, and many institutions also have teaching facilities with GHPs at their disposal.
They benefit immensely from the industry’s training infrastructure and can, in turn, provide essential
feedback on course content and further development. Colleges and universities need increased support
in determining how they fit into the overall industry training framework in order to support the
industry.
Action 3.4.1: Create an industry/college/university task group to develop and put in place a feedback
mechanism to keep colleges/universities up to date on industry needs
Action 3.4.2: Identify champions in colleges/universities with the goal of expanding & reinforcing the
CGC Education and Training Network
Canadian Geothermal Heat Pump Industry Technology Roadmap
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3.5 Adequate training and recognition of competent registered professionals such as engineers and hydro-
geologists is a growing industry concern. GHP industry stakeholders – including insurance executives
and others such as professional engineer organisations – have increasingly expressed concern about
private designations delivered to non-engineers or other legally recognized professionals. This situation
confuses the industry and customers, encourages disrespect for existing regulation, and enables under-
qualified parties to undercut the fees of fully certified professionals, illegally competing against them.
Action 3.5.1: Clarify and promote legislative and regulatory requirements regarding ground loop
design for commercial projects in each province
Action 3.5.2: Finalize the guidelines of the CGC Commercial Designer Accreditation and deploy
Action 3.5.3: Provide and promote more installer and designer training courses geared towards
architects, engineers and geoscientists involved in GHP projects
CGC Training within the Global Quality GeoExchange Program
� CGC – Installers' Course (3 days or 45 college hours)
� CGC – Residential Designers' Course (3 days or 45 college hours)
� CGC – Commercial Designers' Course (4 days or 45 university hours)
� CGC – Municipal Inspectors’ Course (2 days)
� CGC – Direct Expansion Installer’s Course (2 days)
� CGC – Geology Workshop (2 days)
� CGC – Commercial Loop Installation Course (4 days – Upcoming spring 2012)
� CGC – Conductivity and Soil Thermal Response (2 days – Upcoming 2012)
� CGC – Thermal Storage (2 days – Upcoming 2012)
� CGC – District GHP Energy Systems (2 days – Under development)
� CGC – Materials Handling and Safety (1 day – Under development)
Canadian Geothermal Heat Pump Industry Technology Roadmap
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4. AWARENESS
4.1 Ensuring consistent, clear requirements for
municipalities is a key opportunity raised by
stakeholders. Given the investment in
system installation and its extent in
commercial, institutional, and municipal
settings, it is imperative that there be
systematic inspections of geothermal
systems, clear monitoring and efficiency
criteria, as well as a distinct mechanism and
understanding of how municipalities employ
building inspectors. There is a clear need
identified for capacity building for municipal
employees, specifically building officials and
inspectors, so they can play a meaningful
and positive role in the deployment of GHP
technology.
Action 4.1.1: Building on the training MOU between the CGC and OBOA, establish relationships with
municipal inspector organizations in all provinces and offer the CGC municipal
inspector course
Action 4.1.2: Complete the development specific educational tools for municipal inspectors and
deploy
Action 4.1.3: Engage CGC staff in specific municipal outreach activities including visits and
conferences
4.2 It will be exceedingly difficult to label geothermal engineering as a specific profession. Furthermore,
there is no regulation of specific engineering or geo science disciplines in most cases; professionals are
expected to practice within their own area of expertise and not beyond it. Nevertheless, there are
steps that can and should be taken to legitimize engineering professional expertise for geothermal
work.
Action 4.2.1: Design sound implementation practices for commercial installations that teach
multidisciplinary teams how to get organized and work together
Action 4.2.2: Incorporate GHP streams or programs into more university engineering faculties
(geology, mechanical, civil engineering)
Action 4.2.3: Establish closer relationship with Engineers Canada and Geoscientists Canada to define
GHP industry requirements
Action 4.2.4: Develop an understanding between the CGC and engineering /geoscience organizations
to ensure that proper training delivered by recognized professionals and additional
certification are available to these professionals
4.3 GHP systems represent significant investment for homeowners. Yet, when time comes to sell their
house, homeowners may not get the full value of this investment as realtors working for the seller and
the buyer may not have a full understanding of the advantages offered by the system. Realtor training
and capacity building is seen by many as a key element of preserving GHP system value while
contributing to general public awareness. There is a need to build realtor confidence in geothermal
systems and make them advocates of the technology.
CGC Municipal Toolkit Available Now
� A model inspection routine for building
inspectors
� A 50-page document with prioritized
recommendations for municipal policymakers
document to adopt GSHP technology
� A model municipal bylaw for Canadian
municipalities
� A two-day training course specifically
designed for municipal inspectors
Canadian Geothermal Heat Pump Industry Technology Roadmap
© 2012 Canadian GeoExchange Coalition
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Action 4.3.1: Develop and deploy nation-wide specific workshop for realtors and work with the
Canadian Real Estate Association to include GHP in the Multiple Listing Service®
research tools
4.4 Roadmap participants concluded that there is a general lack of knowledge about GHP within the
population in general but also within many stakeholder categories. This lack of awareness is largely due
to the absence of adapted materials to fit the needs of a variety of backgrounds, skills and interests in
GHP. For example, there could be huge benefits for the industry in teaching GHP basics to business
students & businesses as a means to increase their general awareness about the benefits of the
technology. Architects and construction managers were also identified as key stakeholders.
Action 4.4.1 Identify market segments in need of adapted educational and awareness material
Action 4.4.2: Develop adapted training modules for different market segments
CGC Education and Training Network
� Durham College (2008)
� St-Lawrence College (2008)
� Lakeland College (2008)
� Cambrian College (2008)
� Mohawk College (2009)
� Centennial College (2009)
� Collège communautaire du Nouveau-Brunswick (CCNB) (2009)
� Vancouver Island University (2009)
� New-Brunswick Community College (2009)
� SAIT Polytechnic (2010)
� Nova Scotia Community College (NSCC) (2010)
� Conestoga College (2010)
� Northern Lights College (2010)
� SAIT Polytechnic (2010)
� Okanagan College (2010)
� British Columbia Institute of Technology (BCIT) (2010)
� Sault College (2010)
� CEGEP de Sherbrooke (2010)
� Holland College (2011)
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SECTION III
OUTREACH
CONTEXT
The Canadian GHP industry is small but dynamic. Canada has come a long way in marketing and raising
awareness of GHP technology. Thanks in part to education and promotion, the industry has experienced
phenomenal growth in the last five years. The number of installed GHP systems annually has increased eleven-
fold since 1996 – there are over 100,000 installations in Canada today – and CGC estimates that over 15,000
systems were installed in 2009 and 11,500 in 2010.
As the Canadian GHP industry is small, stakeholders have to be careful not to promote private interests over
industry-wide needs. Currently many technical and financial resources are wasted in duplicative and un-
coordinated activities within the GHP industry. Although GHP technology is much more widely recognized and
respected than it was a decade ago, there is a lack of engagement and collaboration between stakeholders. A
more collaborative approach is bound to foster the growth of the industry.
Roadmap participants identified a number of opportunities where outreach efforts can be effectively focused.
These opportunities fall under two overarching priorities: (1) stakeholder engagement & cooperation, and (2)
marketing.
5. STAKEHOLDER ENGAGEMENT & COOPERATION
5.1 Roadmap participants see a need to engage stakeholders and foster collaboration through strategic
alliances with capable organisations. This can be achieved through cooperation with like-minded
independent organizations with a demonstrated track record of professional behaviour. The objective
is to further the advancement of geothermal knowledge, implementation, best practices, innovation,
and education.
Action 5.1.1: Complete a scan of the construction and energy sectors to identify GHP industry key
strategic partners who show adequate capabilities and resources to engage with a clear
value-added business proposal
Action 5.1.2: Engage or re-engage with potential partners to define strategic plans and coordinated
market interventions with clear objectives in place for each stakeholder’s involvement
Action 5.1.3: Foster strategic alliances with stakeholders in other renewable energy industries, to
have them be advocates of geothermal energy, and advertise GHP alongside solar &
wind energy
Action 5.1.4: Update the business proposal for GHP (residential and commercial applications) in all
Canadian provinces using current market data and covering all economic and
environmental aspects of GHP
Action 5.1.5: Based on the updated business proposals, engage formal discussions with utilities and
governments in all provinces to develop and adapt market intervention strategies to
consolidate current market transformation efforts
Action 5.1.6: Increase cooperation and coordination with provincial groundwater associations
Canadian Geothermal Heat Pump Industry Technology Roadmap
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5.2 Another area of opportunity involves consistent messaging to all stakeholders and clear
communication to all customer groups. This can be applied throughout the value chain; from the
moment a client begins researching the technology, to the moment their GHP is fully operational.
Action 5.2.1: Mapping of inter-related stakeholder groups on both the design and installation side
(technical associations, regulators, trades groups, suppliers, etc.) and owner/operator
side (developers, real estate, financial, etc.)
Action 5.2.2: Develop long-term relationships with retailers, lenders, credit unions and financial
institutions to create GHP-specific advantages: mortgages, rates, inclusive broader risk
coverage, etc.
Action 5.2.3: Foster collaboration between builders, real-estate agents, designers, installers, and
engineers
5.3 Historically, the majority of GHP systems in Canada have been installed in the residential sector.
However, participants see an increasing level of activity in commercial applications and larger buildings.
Roadmap participants argued that broader stakeholder engagement and collaboration is increasingly
important when considering their potential impact in municipal, commercial, and institutional markets,
including district energy systems. They also called for a unified and consistent message.
Action 5.3.1: Assist CGC members and CGC Qualified Companies in fostering honest relationships
with customers, including informing customers of actual cost & timeframe of
installation, and clearly & honestly identifying potential energy and financial savings
Action 5.3.2: Create and propose a credible business case for developers to use GHP systems as a
primary heating and A/C source for new homes
Action 5.3.3: Create specific business cases, technical cases (especially hybrid systems) and
messaging tools for the industry to work in sync with other stakeholders when
targeting municipal, commercial, institutional and district energy systems in addition to
residential homes (including new construction)
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CGC Strategic Partnerships and Cooperation Agreements
Throughout the years, CGC has engaged in strategic alliances and partnerships with a number of
organisations, companies and governments with the purpose of leveraging and pooling resources
to expand GHP technology awareness in Canada and abroad.
CGC actively participated in the Energy Dialogue Group (dismantled in 2008) an association of 19
national energy industry associations with a focus to encourage a broader debate about energy
policy across the political spectrum as well as other groups including energy officials, regulators
and stakeholders. CGC successfully positioned GHP technology as a strategic energy option for
Canada.
CGC is a founding member of the Canadian Renewable Energy Industry Network (CREIN) along
with the Canadian Hydropower Association, the Canadian Wind Energy Association and the
Canadian Solar Industry Association. The four associations work together under a common banner
to promote renewable sources of energy and to contribute to renewable energy policy-making,
whilst maintaining their respective independence and autonomy as national organizations.
CGC has been an active member of QUEST (Quality Urban Energy Systems of Tomorrow) since its
inception and introduced GHP technology as one of the key energy supply and demand options for
sustainable urban energy systems. QUEST started as a group of like-minded independent
organizations agreeing on a vision for communities in Canada. QUEST recently moved forward in
establishing itself as a not-for-profit corporation in order to effectively move the agenda forward
and facilitate communication with stakeholders and governments.
CGC also has ongoing relationships, cooperation agreements, and training memoranda of
understanding with the following independent organizations:
� Association québécoise pour la maitrise de l’énergie (AQME)
� Canadian District Energy Association (CDEA)
� Canadian Geothermal Energy Association (CanGEA)
� CleanEnergy Developments
� Corporation des entreprises de traitement de l’air et du froid (CETAF)
� Corporation des maîtres mécaniciens en tuyauterie du Québec (CMMTQ)
� Canadian Water and Wastewater Association (CWWA)
� GeoSmart Energy
� Government of Gangwon Province, Republic of Korea
� Groupe Master
� Heating, Refrigeration & Air Conditioning Institute of Canada (HRAI)
� MENA Geothermal (Ramallah, Palestine)
� Northern Heat Pump
� Ontario Building Officials Association (OBOA)
� WADE Canada
� WaterFurnace Renewable Energy
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6. MARKETING
6.1 An increasing number of Canadian individuals and companies are aware of GHP technology and its
benefits. However, a public will not demand a technology if they have not heard of it, do not
understand it, or cannot clearly see the business case for it. Increased education through schools,
training programs, events, lobbying, and media strengthen the case for the technology and stimulates
further market penetration.
Action 6.1.1: Create more educational tools on GHP geared towards homeowners
Action 6.1.2: Develop a communication campaign to confirm and reaffirm the support of all levels of
government on the importance of the technological developments and economic
benefits of GHP technology
Action 6.1.3: Encourage educators to take a proactive role in awareness-raising and program
development in schools; foster awareness of GHP from the elementary school to
college/university levels
Action 6.1.4: Establish a strong business case & marketing strategy enabling colleges/universities to
attract students and justify the investment of setting up a curriculum
6.2 Another area of interest revolves around semantics. Many Canadians do not easily distinguish ‘ground
source heat pump’ from ‘geothermal power’, ‘geothermal heating’, or ‘geoexchange’. Roadmap
participants expressed the need to ensure customers can differentiate between a GHP and geo-power
electricity production.
Action 6.2.1: Put together a unified marketing strategy, with a comprehensive sales pitch and
consistent message that promote our Canadian industry
Action 6.2.2: Define and market GHP as a renewable source of energy along with wind, solar and
biogas; equate installing GHP with environmental and social responsibility; produce
specific factsheets
Action 6.2.3: CGC to publish more case studies and showcase installations for magazines and
newspaper features
Action 6.2.4: Create a database that records the GHG emissions avoided per annum per province
and federally
6.3 Scarce or conflicting information can de-legitimize a technology and/or industry. Stakeholders see a
need for a ‘one-stop-shop’ process for the customer as a means of propelling the industry to the status
of mainstream solution in the heating and cooling market.
Action 6.3.1: Create a centralized source of information for all stakeholders, particularly customers
Action 6.3.2: Focus on municipal, commercial, institutional and district energy systems in addition to
residential homes
Action 6.3.3: Develop more national promotional material and educational tools
Action 6.3.4: Develop advertising campaigns that feature industry standards, energy efficiency, and
the green aspect of the industry
Action 6.3.5: Develop a customized procurement process that falls outside current construction
procurement practices
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6.4 There are many ways of designing and installing a GHP system. Because of the many options available,
there is often a wide variation in system pricing which creates confusion for customers. There is a need
to better inform customers of the technical and regulatory reasons why such apparent contradictions
exist. Discussion centered on enabling a seamless installation process for the customer.
Action 6.4.1: Create consumer awareness through basic education using social media such as
Twitter, YouTube and Facebook; look to other clean technology companies that have
succeeded in using these methods
Action 6.4.2: Develop customer literature to market GHP as an investment, not an expense, with the
focus on the free energy produced by the loop
CGC Customer Oriented Products and Activities
� Consumer loan financing program through TD Financial Services since 2008.
� Publication in 2009 of a 32-page document to help customer in their decision to acquire a GHP
system: A Buyer’s Guide for Residential Ground source Heat Pump Systems.
� A 24-week national marketing campaign on The Weather Network and MétéoMédia helping
installation companies offer their services locally within national marketing strategy framework. A
total of 8,339,000 potential customers were reached each week in 1,100 regional markets across
Canada.
Canadian Geothermal Heat Pump Industry Technology Roadmap
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SECTION IV
GEOTHERMAL HEAT PUMP TECHNOLOGY POLICY
While the industry has known some success in the recent past, it is still by many markers in its infancy. Policy
remains scattered or disjointed, and by and large does not address GHP industry needs systematically across
provinces or sometimes even within provinces. Companies currently undergo a very high transaction cost in
many areas. An analysis of these transaction costs is outside the scope of the present document but remains a
high priority for the industry.
Throughout the period since 2007, governments generally did a good job at not harming industry growth or
choosing winners. However generally governments have not taken comprehensive steps based on best-
available thinking, either. Without adequate information, most governments have acted with prudence.
The policy innovation that most – but not
all – Canadian governments have
supported has been to require CGC’s
industry led quality program (i.e.
requiring CGC System Certification) for
work executed in their jurisdiction.
Concurrently with this requirement, and
subsidies, Canada’s GHP installation rate
growth usually led the world.
Today the industry is supported by 474
CGC qualified companies who employ
about 1,145 CGC accredited professionals.
This qualified workforce now installs
thousands of GHP systems every year, all as the result of an industry-led market transformation initiative
supported by NRCan and two or three key provincial government partners. In addition to their important
investment in training and education, contractors, distributors and manufacturers nationwide have invested
tens if not hundreds of thousands of dollars in the promotion and marketing of GHP products.
After years of integrated, coherent and solid market transformation activities, CGC statistical analysis implies
that the industry still needs to be somewhat supported by grants, funding and policy changes. Enlightened
government decisions from all levels can maintain or restore confidence to Canadian companies and
homeowners in the wake of many of these programs, and keep the industry healthy and growing.
Today, GHP technology is emerging strongly as a viable option to traditional methods of heating and cooling.
While much has been done, a lot remains to be accomplished if we are to call our common market
transformation effort a full success.
GHP technology is unique, with efficiencies ranging from 250 % to over 400 % for an affordable homeowner
investment. Since GHP systems are a source of clean and renewable energy, we believe that they should also
be treated on a level playing field along with other renewable sources such as solar and wind. The
environmental and economic benefits of installing a GHP system in new and existing buildings alike are positive
all over Canada.
86%
12%2%
Yes
No
Don't know
Do you think the CGC should maintain its Global Quality Program (training,
accreditation and company qualification) despite the end of the ecoENERGY
program?
CGC National GHP Industry Survey 2011
Canadian Geothermal Heat Pump Industry Technology Roadmap
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A comprehensive study released by the
CGC in April 2010 demonstrates that GHP
systems have a significant GHG emissions
reduction potential. The results of the
study confirm the recurring advantages in
GHG emission reductions arising from the
conversion of a conventional heating
system to a GHP system. For example, if
only 2% of Canadian single-family homes
were to convert to a GHP system for their
heating needs, a potential country-wide
emissions reduction of 376,000 tons of
CO2 eq. would be possible. This is
equivalent to removing nearly 112,000
automobiles from our roads.
More importantly, GHP systems can also play a key and strategic role in the new built environment. Although
the construction industry has developed the capacity to build highly efficient homes, the installation of heat
pump and other renewable energy systems will be required in order to move those homes higher on the
EnerGuide scale. Although a system of high efficiency labels for new homes will create a market driven
incentive, a financial assistance program to help implement renewable technologies in new homes would likely
accelerate this market transformation and enhance the labeling system.
Perhaps the time has come to implement a specific program for GHP technology under the “renewable energy”
umbrella for both retrofits and new homes. We are convinced that this could help governments reach their
renewable energy objectives, particularly in the context of energy efficient buildings, and simultaneously
address the concerns and needs of our industry.
CGC members and industry stakeholders have witnessed, with satisfaction, the efforts that were deployed by
governments to improve the efficient use of our energy resources. They have regularly expressed their hopes
that governments will expand their programs to consolidate our emerging yet fragile renewable energy
industry. They have shared a number of issues and fears. However, they have also identified numerous
interesting ideas which we feel could assist governments in fostering economic growth while preserving and
creating jobs in the renewable industry sector everywhere in Canada.
24%
69%
8%
Yes
No
Don't know
Do you think there should be a separate accreditation and certification
program for utilities, provincial and federal assistance programs?
CGC National GHP Industry Survey 2011
CGC Global Quality GeoExchange Program – Highlights
� Over 16,000 residential systems certified since 2007
� Close to 6,000 individuals took CGC training since 2007
� 659 individuals are currently listed as CGC Accredited Installer
� 486 individuals are currently listed as CGC Accredited Residential Designers
� 474 companies are fully qualified under the CGC Program
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The recommendations presented in
Appendix 2 emerged from the roadmap
process as well as from other CGC
national consultations conducted in
recent years. They are organised into
actionable recommendations for federal,
provincial and municipal governments as
well as utilities. They are deliberately
presented without prioritization.
92%
6% 2%
Yes
No
Don't know
Do you think there should be an extension of the ecoENERGY program for
residential retrofits and a new national financial assistance program similar
to the ecoENERGY program but for new homes?
CGC National GHP Industry Survey 2011
84%
10%
6%
Yes
No
Don't know
Do you think there should be a new financial assistance program for
commercial applications?
CGC National GHP Industry Survey 2011
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SECTION V
PROPOSED MARKET RESEARCH
During the roadmap development process, participants felt that the industry needed better information and
analysis covering a variety of topics and issues. The scope of such studies and market research often goes
beyond the narrow focus of the individual strategies and actions identified throughout the roadmap document.
Topics have been synthesized and grouped as follows.
Study 1 Complete an exhaustive study regarding drilling capacity within the Canadian GHP industry. The scope of
the proposed study includes: (1) comparing the capital and operating costs of different drilling technologies
and their relation to the cost of GHP systems; (2) assessment of the current and potential market for
specialized drill rigs; (3) scoping analysis for R&D to reduce drilling costs; (4) exploring and understanding
the interest of drillers in working (or not) in the GHP sector in order to target specific R&D areas; (5) assess
the need to define a specific geothermal drilling sub-sector.
Study 2 Conduct a detailed cost analysis of GHP system major components (drilling, digging, installation, design)
including energy distribution (ductwork, hydronic) for all system types by loop type.
Study 3 Conduct a thorough systems analysis (financial and technical) of both the heat pump and the range of
applications under which it is expected to operate to identify which components/areas need improvement.
Study 4 Complete a study of GHP economic benefits for Canada: R&D, spin-offs, jobs, taxes, etc.
Study 5 Make a complete inventory of regulatory (municipal, provincial and federal) requirements for different
GHP systems and applications. The purpose of this study would be to provide guidelines, instructions and
rules to which the installer would be subject prior to bidding.
Study 6 Complete a thorough economic analysis of existing residential and commercial energy prices, rates and
tariffs throughout Canada to establish where GHP sits at a range of electricity prices compared to the cost
of heating, oil, natural gas, propane, etc. Extend the analysis to the dynamics of regional electricity markets
to see what effects fluctuations in relative energy prices have on GHP development and to identify areas
where high electricity prices are most problematic.
Study 7 Complete a study of different financial models such as public benefits charges, local improvement charges,
mass purchases combined with lease arrangements, etc. Contrast the result of this study with an analysis
of relative energy prices in order to assess the total resources allocation and costs of the different financial
options. Present options for discussions with developers, municipalities and utilities.
Study 8 Conduct human health and ecological risk assessments on various antifreeze and heat transfer fluids used
in the GHP industry in order to get a multi-stakeholder common understanding of the issues.
Study 9 Complete a market analysis to determine circumstances where hybrid systems are most suitable with the
goal to encourage coordinated support of innovative combinations.
Study 10 Address total system integration by looking at how GHPs fit into the overall energy supply system from
primary energy production through to the actual services provided, including potential synergies.
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Study 11 Develop a ‘model’ that provides a real measurement of the energy produced by a GX system more to a
standard measure such as kW (for capacity) and kWh (for energy) to facilitate easy comparison to other
energy forms.
Study 12 Conduct a mapping exercise in urban areas to determine favourable geological conditions for GX
installations (high thermal conductivity and ease of drilling).
Study 13 Complete an extensive labour study on required core competencies for all work related to the design and
installation of GHP systems in all market segments and in all Canadian provinces. The study should include
specific focus on: (1) defining the linkages in refrigeration, controls, cooling, heating, sheet metal, etc..; (2)
analysing the different types of training available (and needed) including skilled trades, engineer and
manufacturer training and assess future requirements; (3) analysing what other organizations in other
jurisdictions are covering in training requirements and, more importantly, what they are not covering.
Study 14 Perform comprehensive market research to determine the factors governing heating system selection for
home owners. Research how marketing and awareness-building is done in each province. The study would
include: (1) market research in order to determine our stakeholder demographic (students, installers,
customers); (2) which organizations have a stake in the area and have not been involved. Determine which
markets we need to penetrate, and retain an environmental marketing firm to develop overall public
engagement / marketing strategy.
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Recent Studies, Market Analysis and Articles Prepared by
the CGC Research Unit
� Marketing Geothermal Heat Pump Systems to Residential Customers (2011 – 8 pages)
� Global Perspectives on GSHP Technology, Markets and Applications: A Bright Future for a
Flexible Technology (2011 – 10 pages)
� Evaluating Environmental Benefits of Ground Source Heat Pumps: The Strengths and
Weaknesses of COP and SCOP (2011 – 10 pages)
� The Effectiveness, Efficiency and Burden of Regulation in a Market Transformation Process:
the Case of Canada (2011 – 11 pages)
� GSHP Market Growth in Canada: Future Opportunities, Incentive Programs and Labour
Market Strategies (2011 – 12 pages)
� Legislative/regulatory note on recent tax code changes (2011 – 3 pages)
� An Analysis of the Environmental Impact of Heat Transfer Fluids Used in the Canadian
Geothermal Heat Pump Industry (2010 – 40 pages)
� Codes, Standards and Regulations in the Canadian GeoExchange Industry: Report of a
National Consultation Conducted by the Canadian GeoExchange Coalition. (2010 – 201
pages)
� Comparative Analysis of Greenhouse Gas Emissions of Various Residential Heating Systems
in the Canadian Provinces (2010 – 64 pages)
� State of the Industry 2010 - Statistical Report and Analysis (2010 – 69 pages)
� Clarification Regarding HDPE Pipes (2010 – 4 pages)
� Safe Operating Procedure for Handling Ethanol (2010 – 4 pages)
� A Marketing Research Report to Outline Challenges Concerning Consumer Awareness and
Brand Equity (2009 – 43 pages)
� Analysis of Consumer Decision Making Process (2009 – 10 pages)
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Conclusion
This roadmap process responds to government, utility, and industry requests for a more detailed strategy
regarding the future of the Canadian GHP industry. It outlines a vision, a set of strategic goals, and actions to
reach higher levels of market penetration by 2020. However, this document is not a finished product, and the
roadmap process does not end with its publication. The next seven years will involve CGC’s regularly evolving
process that takes into account new breakthroughs in research and development, new types of policies and
collaborations, and new marketing and awareness-raising programs for customers. Actions for the industry
have been designed with milestones that allow stakeholders to focus on the state of the industry, to measure
its progress, and to evaluate its capacity. These milestones also provide a mechanism to help forecast, plan,
and coordinate industry developments, and enable policy makers and the industry to develop further.
To ensure co-ordinated efforts towards reaching the roadmap goal, stakeholder groups ideally will clearly
understand their best role in helping industry, avoid duplication and commit to achieving our common industry
goals. Roadmap participants and industry stakeholders must also continue to collaborate and pool their
resources. As a first step towards implementing roadmap actions, and to ensure constant progress, the CGC
will create and activate the following permanent member and partner committees:
� CGC Technology and R&D Committee
� CGC Capacity Building Committee
� CGC Outreach Committee
� CGC Roadmap Implementation and Monitoring Committee
The committees will work together in an ongoing fashion and undertake specific data collection, analysis,
implementation, monitoring, and co-ordination activities.
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Appendix 1: Action Items Summary for Industry
Actions Descriptions Milestones Stakeholders
1.1.1 Explore opportunities for various hybrid low-carbon technology
combinations that can leverage the benefits of GHP technology;
streamline the installation process in the residential sector through
greater penetration of hybrid systems; demonstrate the feasibility of
hybrid systems in various regions
Technical assessment made by 2012 Q4
Document existing hybrid projects by 2013
Q2
Demonstrate new projects as needed 2013
and beyond
CGC Research Unit, CGC Technology and
R&D Committee, system designers, private
and public labs, utilities, universities
1.1.2 Work in cooperation with component manufacturers to design
components which are sensitive to geo demands: air coils, reversing
valves, check valves, coaxial coils, compressors, etc. Create a program for
manufacturers that will aid in determining the matching of compressors to
various types of evaporators and condensers
Stakeholder engagement by end of 2012 Q4
Define specific issues by end of 2013 Q2
Develop action plan as needed
Manufacturers, distributors, labs, CGC
Technology and R&D Committee
1.1.3 Establish a mechanism by which manufacturers can speed up the R&D
patent process
Consult concerned stakeholders by end of
2012 Q4 and define specific needs
Develop mechanism as needed
CGC staff with support from CGC
Technology and R&D Committee, patent
consultants
1.2.1 Characterize and emphasize the design similarities and differences in
residential vs. commercial systems
Initiate discussions in 2012 Q4
Define project parameters by 2013 Q2 and
final outcome by end of 2013 Q4
CGC Technology and R&D Committee, CGC
Capacity Building Committee, CGC Research
Unit, other interested parties
1.2.2 Develop increased standards for Formation Thermal Conductivity testing Assess existing material at CGC. Engage
stakeholders by 2013 Q1
Define standards outline by 2013 Q3
Develop guidelines by 2014
CGC Technology and R&D Committee
1.2.3 Intensively investigate a sample of selected systems prior to installation to
determine which tests were most useful
Engage stakeholders by 2013 Q1 and
develop specific action plan by 2013 Q3
Link with action 1.2.2
CGC Technology and R&D Committee, labs,
other interested parties
1.2.4 CGC to work in cooperation with manufacturers to adapt its standard
commissioning report for equipment to ensure that the equipment is
functioning per equipment design
Consult with concerned parties by 2012 Q3.
Adapt existing reports / program
requirements as needed by end of 2012 Q4
CGC staff, manufacturers, distributors
1.2.5 Create a software program that will determine the best system for the site
and analyze system design versus actual system performance
Software already exists: GeoAnalyser
Commercial version upcoming by end of
2012 Q4
CGC Research Unit and university partners
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1.2.6 Encourage manufacturers to have more pre-fabrication of standard
components and create “boxed system” equipment
Engage stakeholders by 2012 Q4
Define needs by 2013 Q2
Develop action plan by 2013 Q4
Manufacturers, CGC Technology and R&D
Committee
1.2.7 Develop standardized project management tools and recommendations Initiate project assessment by 2013 Q1 and
propose management tool parameters and
recommendations by end of 2013 Q4
CGC Research Unit, CGC members and CGC
Technology and R&D Committee members
1.3.1 Put in place well funded, carefully targeted, deftly coordinated research
that can attract interest of the best drilling talent
Explore stakeholders’ interest by 2012 Q4
and assess need for further actions
CGC Technology and R&D Committee,
training institutions, research centers, other
stakeholders
1.3.2 Reach existing drillers of all types to explore industry opportunity and help
deploy lower-cost drilling technology adapted for GHP
Explore stakeholders’ interest by 2012 Q4
and assess need for further actions
Drilling equipment manufacturers, CGC
Technology and R&D Committee
1.4.1 Develop tools and techniques for standardised subsurface
characterizations and testing routines, scientifically-based site
investigation guidelines leading to logical environmental regulations, and
logical drilling regulations that protect groundwater aquifers
Complete needs assessment by 2013 Q2
Develop action plan as needed
CGC Technology and R&D Committee,
industry associations / research groups,
provincial ministries of the environment
1.4.2 Engage with national and provincial groundwater associations to establish
critical concern for aquifer protection and define R&D needs
Consult and assess industry interest by 2012
Q4
CGC staff, provincial groundwater
associations, provincial ministries of the
environment
1.4.3 Intensively monitor a few sites to determine how site investigations match
expected long-term performance
Refine the issue and define project
parameters by 2012 Q4
Define partnership and project resources by
2013 Q1
Engage site investigations starting 2013 Q2
CGC Technology and R&D Committee,
research institutions, universities, labs
1.4.4 Conduct environmental monitoring around selected sites to establish
environmental impacts or lack thereof
Define project parameters by 2012 Q4
Define partnership and project resources by
2013 Q1
Engage site investigations starting 2013 Q2
CGC Technology and R&D Committee, other
associations, provincial ministries of the
environment
1.4.5 Continue to build regulatory summary document for each province and
continue work with provincial governments to define best regulatory
practices across provinces
Ongoing as of 2012 Q1 CGC Research Unit, provincial ministries
2.1.1 Establish a mechanism to better identify and publicize the technical
innovations that decrease the cost of systems
Explore different avenues for information
gathering, analysis and action by 2012 Q4
Propose mechanism by 2013 Q2
CGC staff, CGC Outreach Committee, other
interested parties
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2.1.2 Provide accessible tax consultant services for companies to claim
innovation tax credits
Consult concerned parties and complete
needs assessment by end 2012 Q3
Deploy service pending positive assessment
CGC staff
2.1.3 Make an inventory of R&D efforts in Canadian and US labs; develop a R&D
library; make an inventory of R&D fund providers and establish who is
funding what; establish a process to determine where R&D is needed
Initiate R&D scan through 2012 Q4 and
prepare formal inventory by 2013 Q2
Establish R&D needs process with
concerned stakeholders by 2013 Q4
CGC Research Unit, CGC Technology and
R&D Committee, CGC Outreach Committee,
research organizations, other research
focused associations, colleges and
universities, labs
2.1.4 Create a network of technical information for all stakeholders and a
national committee for the dissemination of knowledge; create activities
to share innovations and disseminate information (ex: technology contest)
Creation of the CGC Technology and R&D
Committee
Creation of the CGC Outreach Committee
CGC staff, other industry associations
2.1.5 Continue to encourage industry co-funding of R&D activities and leverage
matching fund programs
Engage interested stakeholders by end
2012 Q2
Define R&D activities goals and expected
outcome by 2012 Q4
Design mechanism to co-fund projects by
2013 Q2
CGC Technology and R&D Committee
2.1.6 Continue to encourage academics to attend CGC & industry events Ongoing All interested parties
2.1.7 Emphasize market-ready R&D and technologies developed by industry and
more creative research from academia
Complete scan of current R&D clusters (in
private sector and academia) by end of
2012 Q4
Concurrently Identify market ready
technologies by end 2014
CGC staff, CGC Technology and R&D
Committee
2.2.1 Engage all national and extra-territorial research organisations in
coordinated R&D activities with the objective of fostering long-term
partnerships with industry or associations where research is deployed
Prepare list of organisations by end of 2012
Q3
Assess interest of parties in cooperation by
2013 Q2
Develop action plan as needed
CGC staff, all interested parties
2.2.2 Create bridges between the GHP industry and R&D organization and hold
joint events; create bridges between the GHP industry and engineering
associations
Complete scan of potential interested
parties by end of 2012 Q3
Engage interested parties by end of 2012
Q4 pending interest
Develop program / events / activities by
end 2013 Q4
CGC staff, other associations, labs,
universities and research centers
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2.3.1 Develop a research fund managed by CGC and supported by industry
member contributions. Expand bursary programs, joint internship
between universities and industry partners
Scan the market for potential sources of
funding by end of 2012 Q4 and report to
CGC Board of Directors and potential
partners for further action / decision
CGC staff, CGC members, manufacturers
and distributors, other interested parties
2.3.2 Component manufacturers to fund a lab where industry can improve
design and test new technologies that would work in the GHP industry:
gases, compressors, heat transfer liquids, pumps, piping types, controls
etc.
Link to market scan in action 2.3.1
Report assessment to CGC Board of
Directors
CGC staff, CGC members, manufacturers
and distributors, other interested parties
2.3.3 Facilitate communication between university researchers and the industry
by staging an R&D summit involving CGC stakeholders/ members and
representatives of various research organizations
Create task group / committee to define
summit goal and objectives by 2012 Q3
Explore the opportunity to stage the
summit in conjunction with IEA Heat Pump
Conference in 2014 Q2
CGC staff, universities, researchers, industry
3.1.1 Continue the development of continuing education courses for industry
(geology, thermal conductivity testing, software design, business
management, municipal inspections, etc.)
Deploy at least one (1) continuing
education course in each of 2012, 2013 and
2014
CGC staff, other interested parties
3.1.2 CGC to work with manufacturers and installers to develop industry
“Technical Education Units” program
Engage discussions with stakeholders by
2012 Q4 and complete needs analysis by
2013 Q3
Develop units and deploy as needed
CGC staff, manufacturers, other interested
parties
3.1.3 Encourage people to stay trained and up to date through initiatives like
industry association-driven conferences & regional training as continuing
education credit
Assess the relevance of linking CGC Quality
Program to some form of continuing
education scheme by end of 2012 Q4
CGC staff, CGC Capacity Building Committee
3.2.1 Establish formal linkages with trade associations to offer continuing
training sessions to their members
Target at least six (6) trade associations in
six (6) provinces and offer at least one
continuing training session per association
before the end of 2013
CGC staff, provincial / national trade
associations
3.2.2 Working in conjunction with CGC members and CGC Qualified Companies
to provide more practical hands-on training through an apprenticeship-like
program where students are visually stimulated and have the opportunity
to draw on different competencies
Establish three (3) programs in at least
three (3) provinces before the end of 2013
CGC staff, CGC members, CGC qualified
companies
3.3.1 Review and update as needed the GeoExchange Installer National
Occupational Standard developed in 2009 by the CGC and industry
stakeholders
Link to Bright Futures Initiative as
appropriate
CGC staff, Electricity Sector Council, CGC
members, CGC Capacity Building Committee
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3.3.2 Building on work done by the CGC and the Electricity Sector Council, define
the scope of the trade; feed the results into policy recommendations and
further actions
Link to Bright Futures Initiative as
appropriate
CGC staff, Electricity Sector Council, CGC
members, CGC Capacity Building Committee
3.3.3 Address the labour challenge of specialized drilling workers and drilling
companies who are not attracted to the GHP industry while wages and
revenues in the mining and petroleum sectors are soaring
Consult concerned parties and assess the
labour shortage issue in sector by 2013 Q1
CGC Capacity Building Committee, training
institutions,
3.3.4 Put mechanisms in place that ensure workers can build on their existing
skills as the markets change. Make sure that the absence of regulations or
the lack of regulatory enforcement does not harm current industry
workforce. Secure and increase skilled labour for the geothermal industry
Consult provincial and national trade
associations by end of 2013 Q2 and
establish action plan as needed
CGC Capacity Building Committee, training
institutions, Electricity Sector Council
3.4.1 Create an industry/college/university task group to develop and put in
place a feedback mechanism to keep colleges/universities up to date on
industry needs
Task group created by 2013 Q1 CGC Capacity Building Committee, CGC
Education and Training Network
3.4.2 Identify champions in colleges/universities with the goal of expanding &
reinforcing the CGC Education and Training Network
Scan education network and complete
champion list by end of 2013 Q1
CGC Capacity Building Committee, CGC
Education and Training Network
3.5.1 Clarify and promote legislative and regulatory requirements regarding
ground loop design for commercial projects in each province
Update internal research at CGC by end of
2012 Q2
Share results with industry by end 2012 Q3
CGC Research Unit, CGC Technology and
R&D committee, CGC members
3.5.2 Finalize the guidelines of the CGC Commercial Designer Accreditation and
deploy
Done while preparing this roadmap CGC staff
3.5.3 Provide and promote more installer and designer training courses geared
towards architects, engineers and geoscientists involved in GHP projects
Continue to establish relationships and
awareness with professional associations
Actively deploy the CGC Commercial
Designer’s Course throughout Canada
starting in 2012 Q2
Adapt training material for new clientele by
end 2012 Q4
CGC staff
4.1.1 Building on the training MOU between the CGC and OBOA, establish
relationships with municipal inspector organizations in all provinces and
offer the CGC Municipal Inspector course
CGC to establish relationships with
municipal inspector organizations in four
(4) other provinces by end of 2013 Q2 and
five (5) others before the end of 2014 Q4
CGC, municipal associations, CGC caucus
and other associations
4.1.2 Complete the development of specific educational tools for municipal
inspectors and deploy
Package existing material and adapt as
needed for deployment by end of 2012 Q4
CGC Research Unit
4.1.3 Engage CGC staff in specific municipal outreach activities including visits
and conferences
Organize two (2) regional workshops for
municipal audience by 2013 Q2
CGC staff, CGC members, municipal
associations
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4.2.1 Design sound implementation practices for commercial installations that
teach multidisciplinary teams how to get organized and work together
Establish project guidelines by 2012 Q3
Design intervention tools by 2013 Q4
CGC Research Unit, CGC Technology and
R&D Committee, CGC members, other
interested parties
4.2.2 Incorporate GHP streams or programs into more university engineering
faculties (geology, mechanical, civil engineering)
Develop targeted communication plan by
end of 2013 Q2
CGC Technology and R&D Committee,
colleges and universities
4.2.3 Establish closer relationship with Engineers Canada and Geoscientists
Canada, to define GHP industry requirements
Formally engage discussion by end 2012
Q3
Define cooperation guidelines, goals and
expected outcome by 2013-Q2
CGC staff, specialized associations
4.2.4 Develop an understanding between the CGC and engineering /geoscience
organizations to ensure that proper training delivered by recognized
professionals and additional certification are available to these
professionals
Inform all professional engineer
associations in Canada of the CGC
Commercial Designer Accreditation
program and related training in 2012 Q1.
Develop common messaging to reinforce
the regulatory requirements in commercial
design activities by end of 2013 Q1
CGC staff, CGC Capacity Building
Committee, specialized associations
4.3.1 Develop and deploy nation-wide specific workshop for realtors and work
with the Canadian Real Estate Association to include GHP in the Multiple
Listing Service® research tools
Workshop content finalized as of 2012 Q1
Deployment starting 2012 Q2
CGC staff
4.4.1 Identify market segments in need of adapted educational and awareness
material
Complete initial assessment by end of 2012
Q4
CGC Capacity Building Committee
4.4.2 Develop adapted training modules for different market segments Adapt / develop training modules
Deploy in at least three different market
segments starting in 2013 Q1
CGC Capacity Building Committee, other
interested parties
5.1.1 Complete a scan of the construction and energy sectors to identify GHP
industry key strategic partners who show adequate capabilities and
resources to engage with a clear value-added business proposal
Scan to be completed by end of 2012 Q4
CGC Research Unit, CGC members
5.1.2 Engage or re-engage with potential partners to define strategic plan and
coordinated market interventions with clear objectives in place for each
stakeholder’s involvement
Ongoing CGC staff, other capable organizations
5.1.3 Foster strategic alliances with stakeholders in other renewable energy
industries, to have them be advocates of geothermal energy, and advertise
GHP alongside solar & wind energy
Reaffirm the strategic partnership with
CREIN members by end 2012 Q2
Engage discussion to include other
renewable energy associations by end of
2012 Q4
CGC staff, other independent associations in
the renewable energy sector
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5.1.4 Update the business proposal for GHP (residential and commercial
applications) in all Canadian provinces using current market data and
covering all economic and environmental aspects of GHP
Building on current CGC market research
activities, update statistical report by end
of 2012 Q4
Publish updated business propositions by
end of 2013 Q2
CGC Research Unit
5.1.5 Based on the updated business proposals, engage formal discussions with
utilities and governments in all provinces to develop and adapt market
intervention strategies to consolidate current market transformation
efforts
Follows completion of action 5.1.4
2013 Q2 and beyond
CGC staff, CGC members, utilities,
governments
5.1.6 Increase cooperation and coordination with provincial groundwater
associations
Initiate discussions in 2012 Q2 and assess
desire for cooperation.
Pending positive response, jointly assess
areas of potential cooperation by 2013 Q2
CGC staff, provincial groundwater
associations
5.2.1 Mapping of inter-related stakeholder groups on both the design and
installation side (technical associations, regulators, trades groups,
suppliers, etc.) and owner/operator side (developers, real estate, financial,
etc.)
Present mapping results by end of 2013 Q2 CGC Research Unit, CGC members
5.2.2 Develop long-term relationships with retailers, lenders, credit unions and
financial institutions to create GHP-specific advantages: mortgages, rates,
inclusive broader risk coverage, etc.
Initiate outreach in 2012 Q4 with at least
three (3) different stakeholders
CGC staff, targeted stakeholders
5.2.3 Foster collaboration between builders, real-estate agents, designers,
installers, and engineers
Develop a working model with selected
stakeholders in 2012 Q2 and Q3
Adapt, expand, and promote the model as
needed starting in 2012 Q4 and beyond
CGC staff, interested parties and
stakeholders
5.3.1 Assist CGC members and CGC Qualified Companies in fostering honest
relationships with customers, including informing customers of actual cost
& timeframe of installation; and clearly & honestly identifying potential
energy and financial savings
Define and implement CGC Quality
Program improvements by end of 2012 Q2
Develop and provide business-customer
relation tools per Quality Program updated
rules by end of 2012 Q2
CGC staff, CGC members and CGC qualified
companies
5.3.2 Create and propose a credible business case for developers to use GHP
systems as a primary heating and A/C source for new homes
Publish business case by end of 2012 Q4 CGC Research Unit, CGC Outreach
Committee
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5.3.3 Create specific business cases, technical cases (especially hybrid systems)
and messaging tools for the industry to work in sync with other
stakeholders when targeting municipal, commercial, institutional and
district energy systems in addition to residential homes (including new
construction)
Prepare and publish two (2) business cases
by end of 2012 Q4
Publish two (2) additional business cases in
2013
Publish another two (2) additional business
cases in 2014
CGC Research Unit, CGC Outreach
Committee, other interested parties
6.1.1 Create more educational tools on GHP geared towards homeowners Design and deploy at least one product by
the end of 2012 and one more for each of
2013 and 2014
CGC Research Unit, CGC Outreach
Committee
6.1.2 Develop a communication campaign to confirm and reaffirm the support
of all levels of government on the importance of the technological
developments and economic benefits of GHP technology
Develop communication plan by end of
2012 Q4
Seek resources and deploy anytime
thereafter
CGC Outreach Committee, other interested
parties with consultation of CGC
Technology and R&D committee and CGC
Capacity Building Committee
6.1.3 Encourage educators to take a proactive role in awareness-raising and
program development in schools; foster awareness of GHP from the
elementary school to college/university levels
Initiate dialogue by 2012 Q4 with at least
one school district and design a pilot project
of at least one school in one province for
2013 Q3
CGC Outreach Committee, CGC members,
CGC qualified companies
6.1.4 Establish a strong business case & marketing strategy enabling
colleges/universities to attract students and justify the investment of
setting up a curriculum
Engage stakeholders and interested parties
by end of 2012 Q4
Define the strategy by 2013 Q4
Engage faculties in 2014 Q1 and beyond
CGC Outreach Committee, CGC Education &
Training Network, other interested parties
6.2.1 Put together a unified marketing strategy, with a comprehensive sales
pitch and consistent message that promote our Canadian industry
Finalize a communication plan by 2012 Q4
Seek resources for deployment thereafter
CGC Outreach Committee, all stakeholders
6.2.2 Define and market GHP as a renewable source of energy along with wind,
solar and biogas; equate installing GHP with environmental and social
responsibility; produce specific factsheets
Produce five (5) specific factsheets before
end of 2012 Q4
CGC Research Unit
6.2.3 CGC to publish more case studies and showcase installations for magazines
and newspaper features
Conduct research through end of 2013 Q1
and write at least 10 case studies
Disseminate case studies as of 2013 Q2
CGC Research Unit, CGC Outreach
Committee
6.2.4 Create a database that records the GHG emissions avoided per annum per
province and federally
Update past CGC research to current GHG
emissions formulas by end of 2012 Q3
Create and make database available by end
of 2012 Q4
CGC Research Unit
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6.3.1 Create a centralized source of information for all stakeholders, particularly
customers
Re-engineer the CGC website by end of
2012 Q4 as the ultimate portal for GHP
information in Canada
CGC staff
6.3.2 Focus on municipal, commercial, institutional and district energy systems
in addition to residential homes
Complete market scan by end of 2012 Q4
Develop tools by end of 2013 Q4 and deploy
as needed
CGC Outreach Committee, interested
parties
6.3.3 Develop more national promotional material and educational tools Pending adequate resources, develop and
deploy material as needed
CGC Outreach Committee, interested
parties
6.3.4 Develop advertising campaigns that feature industry standards, energy
efficiency, and the green aspect of the industry
Pending adequate resources, deploy by
2013 Q2
CGC Outreach Committee, interested
parties
6.3.5 Develop a customized procurement process that falls outside current
construction procurement practices
Define project needs by end 2012 Q4
Develop and publish model by end 2013 Q4
CGC Capacity Building Committee
6.4.1 Create consumer awareness through basic education using social media
such as Twitter, YouTube and Facebook; look to other clean technology
companies that have succeeded in using these methods
Scan for successful campaigns and adapt
model
Develop intervention plan by end of 2012
Q4
CGC Research Unit, CGC Outreach
Committee
6.4.2 Develop customer literature to market GHP as an investment, not an
expense, with the focus on the free energy produced by the loop
Initiate development and deployment in
2012 Q2
CGC Research Unit, CGC Capacity Building
Committee, CGC Outreach Committee,
other interested parties
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Appendix 2: Policy Directions and Recommendations
NB: Policy directions are not linked to specific industry actions in Appendix 1, but may be by policymakers.
A. Market Enabling Interventions Items Descriptions Federal
government
Provincial
governments
Municipal
governments
Utilities
A1 Consider writing the CGC Global Quality GeoExchange Program in to all programs and specifications /
requirements for public procurement
√ √ √ √
A2 Promote effective emissions trading scheme or carbon tax, to help close the gap between gas and
electricity prices
√ √
A3 Implement a procurement policy at government departments (eg Public Works, Dept of National
Defence, other major owner / operators), which changes the operational vs capital budget structure to
reward high-efficiency investments by our institutions. Specifically promote geothermal heat pump
technology for these programs. Require CGC Certification / Accredited professionals in all specifications,
as best practise
√ √ √ √
A4 Promote CGC System Certification in any new mechanisms whether regulatory or subsidy or other √ √ √ √
A5 Promote own/operate models by utilities for district geothermal systems. Encourage the installation of
external infrastructure (loop fields) by municipalities or utilities
√ √
A6 Identify opportunities to utilize existing billing and collection resources to communicate the advantages
associated with GHP systems
√ √
A7 Establish a progressive community renewable energy requirement in which community developers must
include number of GHP projects.
√ √ √
A8 Use the validation from academic research to raise the profile of GHP to governments √ √ √ √
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B. Regulatory Streamlining and Adaptation
Items Descriptions Federal
government
Provincial
governments
Municipal
governments
Utilities
B1 Get recognition from all levels of government that GHP is a green / renewable technology √ √ √ √
B2 Promote cooperation with relevant environmental regulatory bodies √ √
B3 Unify the standards approaches for renewable energy technology – the current CSA is broken and can’t
or won’t fix itself. Either eliminate CSA (C-448) or severely restrict the standard to safety issues only
√ √ √ √
B4 Encourage provinces to work more closely and actively together to get all trades requirements lined up
and eliminate a lot of the “credential confusion”
√
B5 Mandate routine inspections of installations and existing systems while the system is being installed.
Fund municipalities specifically to consistently inspect renewable energy systems, and help protect the
industry’s honest players.
Consider requiring the Global Quality GeoExchange Quality Program / CGC System Certification, for all
residential GHP systems and promote coherent and consistent regulation
√
B6 Outreach to all regulatory officials to ensure all renewables including GHP are treated fairly and have
adequate resources to establish and enforce an inspection and permit routine
√ √ √
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C. Education and Best Practices Promotion
Items Descriptions Federal
government
Provincial
governments
Municipal
governments
Utilities
C1 Help consumer and builder to set out a clear path around the different financial models √ √ √ √
C2 Invest in trades people – union or non-union – to get skilled up on GHP technology and techniques, as a
fast-impact way to increase access to the GHP industry
√
C3 Promote awareness and practice of effective and practical groundwater protection measures in relation
to all types of closed and open loop GHP systems
√ √ √
C4 Work with individual provinces to incorporate regional requirements into the training curriculum, with
emphasis on provincial regulations and building codes.
√
D. Technical Orientations
Items Descriptions Federal
government
Provincial
governments
Municipal
governments
Utilities
D1 Establish efficiency criteria for systems, not only equipment / components as current system does √ √ √ √
D2 Promote the technology through hard data in order to illustrate the amount of energy saved and bolster
the business case for GHP
√ √ √ √
D3 Create or designate (and finance) a laboratory for testing Canadian GHP products √ √ √
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E. Funding Mechanisms and Financial Assistance Programs
Items Descriptions Federal
government
Provincial
governments
Municipal
governments
Utilities
E1 Dedicated and sustained funding directed to companies focused on the development/advancement of
geothermal technologies
√ √ √
E2 Create GHP specific programming that offer incentives for homeowners √ √ √
E3 Establish a grant or tax credit to the contractor based on a building’s improved performance rating √ √ √ √
E4 Tie any and all incentives to performance standards, measured in joules (kWh) per square meter √ √ √ √
E5 Offer a dedicated provincial fund to support CGC activities in my province and link with national goals
and objectives √ √
E6 Put an electric heat replacement program in place everywhere, to lower electricity peaks / usage √ √ √
E7 Seek clear direction from provinces and regional utilities with regards to what constitutes favourable
conditions for GX and then encourage tailoring the electric rates to encourage such development
√ √
E8 Tailored rate structures for encouraging appropriate electric heating, while recognizing that heating with
electricity may not be appropriate depending on the GHG intensity associated with the regional electric
grid
√ √
E9 Provincial incentive for communities, cities, regional groups (linkage/stakeholders = builders, developers,
city planners, engineers, etc. that align with financial incentive projects like preferred homeowner
advantage)
√ √
E10 Create mechanisms by which installers can afford to purchase their own drill rigs and become more
competitive in the market. Provide government grants to drillers that are competitive in pricing; develop
a grant program for drillers to adapt their technology and equipment to GX systems
√ √
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Appendix 3: References
Geothermal Industry Roadmap Strategy Development Report. Regional Consultations: Vancouver, Toronto,
Quebec & Maritimes. CGC, July 2011.
Marketing & Stakeholder Awareness Sub-Committee Report. CGC, August 2011.
Scenario Planning: Report of the Second Steering Committee Workshop. CGC, May 2011.
Strategy Development: Maritimes Web Conference. CGC, June 2011.
Strategy Development: St-Hyacinthe Workshop. CGC, May 2011.
Strategy Development: Toronto Workshop. CGC, May 2011.
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