The technology giant has eliminated all its carbon legacy and is moving towards a full-scale operation of renewable energy. More importantly, Google hopes to create a way for other renewable energy buyers to follow suit.
When Google released the latest developments on its climate action, it said that the company’s goal is to use completely carbon-free electricity to operate all its data centers and corporate parks by 2030.
The company also stated that it has eliminated all its carbon emissions legacy, which means that it has offset all operational emissions prior to achieving carbon neutrality in 2007. The company revealed that it is possible to achieve zero life cycle net carbon footprint by purchasing “high-quality” carbon compensation.
After achieving its initial renewable energy goal of matching all the electricity used with the same renewable energy by 2017, Google’s move represents the company’s next step forward. The energy used will no longer match with renewable energy-instead, renewable energy will be the only source.
To achieve this goal, the company will combine its latest investments in wind energy, solar energy and energy storage with artificial intelligence systems. This will optimize electricity demand and forecasts, all of which are to achieve the goal of carbon-free energy “anytime, anywhere”. This new investment began about a year ago, when Google said that it had completed 18 new renewable energy transactions with a total scale of 1.6 GW and an amount of more than $2 billion. Once completed, these projects will bring a 5.5 GW of global wind and solar agreement portfolio to Google.
The road ahead In order to make these new climate goals for Google a reality, most of the energy used will come from large-scale power generation and power supply contracts. But the key to the company’s vision is to create new ways of purchasing clean energy. Google stated in a recent white paper that its goal is to create a public utility program that allows everyone to use affordable clean energy more widely. The company also hopes to develop new models that allow multiple users to share clean energy assets.
But these new methods are not exclusive to Google. The original intention is to achieve the reproducibility and scalability of the plan, which can be used by other companies and customers who want to purchase a multi-source and multi-technology hybrid power purchase agreement (PPA). The PPA portfolio of wind and solar energy can help companies extend the clean energy production time of their portfolio and provide risk-diversified benefits.
As Jason Tundermann, vice president of business development at LevelTen Energy, told Photovoltaics, the new opportunities Google creates in the field of renewable resources will be as important as energy procurement.
“I think companies like Google and Facebook have taken the lead in exploring and using their purchasing power to enable local public utilities to provide more favorable plans to end users. This is a truly important core result that they have achieved by leveraging their purchasing power advantages. “Tundermann said, “We are trying to support end users, build a system, and provide them with easy-to-understand power supply summary information, so that they can search and compare various projects in their service area, thus promoting the formulation of such policies. Come out. From innovators signing the PPA to using their power to create more public utility service procurement channels, it’s amazing to see users put all the puzzles into one piece.”
Google has previously used its purchasing power to force utilities to provide more green tariff plans to their customers. LevelTen looks for high-value renewable energy projects and adds them to the grid portfolio to help utility companies implement such plans, which in turn benefits companies that want to buy renewable energy.
These same approaches also allow multiple users to share clean energy assets. This makes it easier for small-scale buyers to gather together and purchase parts of larger renewable projects within their service area. Other companies such as Starbucks, Gap and Bloomberg have also used similar buyer-group procurement methods.