Pilot Plant Project Execution Plan (Index)
1. Introduction & Objectives
Goal: Supports all goals
1.1 Purpose of the PEP
1.2 Scope: Pilot execution & link to FOAK feasibility
1.3 Key Success Criteria (TRL6, product acceptance, FOAK readiness)
2. Governance & Organisation
Goal: Supports all goals
2.1 Organisationchart, Roles & Responsibilities
2.2 Stakeholder Interfaces & Decision-making Framework
2.3 Reporting & Escalation
3. Process Design Verification & Trials Plan
Goal: Process Design
3.1 Basis of Design (BOD)
3.2 Demo run strategy
3.3 Verification approach
4. Scaling & Technology Development Plan
Goal: Obtain TRL6
4.1 Pilot test program (objectives, KPIs)
4.2 Scaling to FOAK concept
4.3 Data capture & validation
5. Technology Selection Plan
Goal: Electrolyte Technology Selection
5.1 Technology Requirements
5.2 Selection Plan
5.3 FOAK Technology Evaluation Criteria
6. Battery Demonstration Plan
Goal: Battery Demonstration
6.1 Demonstration program
6.2 Customer qualification tests
6.3 Offtake partner involvement
7. Product-Market Fit Plan
Goal: Secondary Product Validation
7.1 Market scan & customer feedback loops
7.2 Integration with R&D & product design
7.3 Pricing and business case impact
8. Feedstock Supply Plan
Goal: Secure Feedstock
8.1 Primary supply (TATA) negotation and security
8.2 Logistics, quality & sampling strategy, pre-process strategy
8.3 Secondary supply option development
9. Feedstock Development Plan
Goal: Secondary Slag R&D
9.1 R&D roadmap for other slags
9.2 Test program & scale-up approach
10. Chemical Supply Plan
Goal: Secure Chemical Supply
10.1 Chemical sourcing strategy
10.2 Supplier qualification & logistics
10.3 Storage and handling protocols
11. IP Strategy & Protection Plan
Goal: Secure IP
11.1 Patent filings & protection
11.2 Trade secret management
11.3 FTO monitoring
12. FOAK Requirements Development Plan
Goal: Secure land options FOAK
12.1 Establishment of FOAK requirements (Power, services, footprint)
12.2 Site selection criteria
12.3 Permitting requirements
12.4 Land Acquisition Strategy
13. FOAK Feasibility Plan
Goal: FOAK Business Case Validated
13.1 CAPEX/OPEX projections
13.2 Scale-up basis of design
13.3 Integration of pilot data into FOAK case
14. Organisational Development Plan
Goal: Org. Procedures & Processes
14.1 Governance & procedures
14.2 HR, QA, procurement, HSE systems
14.3 Milestones to FOAK readiness
15. O&M and Skills Development Plan
Goal: O&M & Skills Program
15.1 O&M strategy
15.2 Operator training programs
15.3 Long-term skills roadmap
16. Quality Assurance & Control Plan
Goal: Supports all goals
16.1 QA/QC framework for pilot operations
16.2 Sampling and testing protocols
17. HSE & Permitting Plan
Goal: Supports all goals
17.1 Safety risk assessments
17.2 By-product and waste handling strategy
17.3 Environmental compliance monitoring plan (DNSH, emissions)
17.4 Permitting roadmap
18. Risk Management Plan
Goal: Supports all goals
18.1 Pilot risks (technical, financial, regulatory)
18.2 FOAK transition risks
18.3 Mitigation strategies
19. Project Controls
Goal: Supports all goals
19.1 Schedule & Milestones (Gantt)
19.2 Project Budget, Cost Control & Reporting
19.3 Document Control Management
19.4 Data management & knowledge transfer for FOAK (define datarooms: investor, internal exco, R&D, general)
19.5 Change & Configuration Management
20. Communication & Stakeholder Engagement
Goal: Supports all goals
20.1 Internal reporting (CxO, PMT)
20.2 Subsidy authority reporting (JTF, PNH, WBSO)
20.3 Investor & external communications
20.4 Deliverable Mapping to Subsidy Milestones (JTF, PNH, WBSO)
21. Appendix Index
A. Technical & R&D
A.1 Process Design Verification & Trials Plan
A.2 Scaling & TRL6 Development Plan
A.3 Technology Selection Plan
A.4 Battery Demonstration Plan
A.5 Product Market Development Plan
B. Supply & Feedstock
B.1 Feedstock Supply Plan
B.2 Feedstock Development Plan
B.3 Chemical Supply Plan
C. FOAK Transition & IP
C.1 IP & Trade Secret Protection Plan
C.2 FOAK Requirements Development Plan
C.3 FOAK Feasibility Plan
D. Organisation & Operations
D.1 Organisational Development Plan
D.2 O&M and Skills Development Plan
E. Supporting Plans
E.1 Quality Assurance & Control Plan
E.2 HSE & Permitting Plan
E.3 Risk Register
E.4 Project Plan (Level 3 Gantt)
E.5 Project Budget
F. Reference Documents & Evidence
F.1 Process Flow Diagrams (PFDs, P&IDs)
F.2 Mass & Energy Balances
F.3 Feedstock Characterisation Data (XRF, ICP-MS, LOI)
F.4 Product Specifications & Offtake LOIs
F.5 Grant & Subsidy Award Letters (JTF, MIT, WBSO)
F.6 Site Layouts & Vendor Quotes (pilot)
F.7 CVs of Management & Advisors

1. Introduction & Objectives
Goal: Supports all goals
Purpose of the PEP

The purpose of this Project Execution Plan (PEP) is to define the framework, objectives, and guiding principles for the design, construction, commissioning, and operation of the Phoenix Metals pilot plant in IJmuiden.
This PEP provides a structured roadmap to:
Demonstrate technical feasibility of extracting vanadium electrolyte from steel slags and related feedstocks at pilot scale.
Generate validated data required to achieve Technology Readiness Level 6 (TRL6) and to support scale-up towards a First-of-a-Kind (FOAK) commercial facility.
Establish operational readiness through defined governance, safety, quality, and environmental procedures in line with Dutch and European regulatory frameworks.
Enable investor and stakeholder confidence by linking pilot outcomes directly to the FOAK feasibility case, including CAPEX/OPEX projections, risk assessment, and business case validation.
Facilitate knowledge transfer from pilot operations to engineering, procurement, and construction phases of the FOAK project.
In essence, the PEP ensures that the pilot plant not only proves the core process technology, but also delivers the organizational, operational, and financial learnings required for successful transition to commercial scale.

1.2 Scope: Pilot execution & link to FOAK feasibility

The scope of this Project Execution Plan (PEP) covers the full lifecycle of the Phoenix Metals pilot plant, from detailed engineering and construction through commissioning, operation, and decommissioning. The pilot is designed as a critical step in bridging laboratory research and First-of-a-Kind (FOAK) commercial deployment.

The execution scope includes:

Engineering & Construction: delivery of the pilot facility in IJmuiden, including process units, utilities, safety systems, and supporting infrastructure.
Commissioning & Operations: execution of test programs to validate the hydrometallurgical process, evaluate battery-grade vanadium electrolyte production, and confirm product specifications.
Data Capture & Validation: systematic collection of technical, operational, and financial data to demonstrate process stability, scalability, and commercial viability.
Integration with FOAK Planning: alignment of pilot outcomes with FOAK feasibility studies, including CAPEX/OPEX benchmarking, permitting pathways, site requirements, and risk assessments.
Stakeholder & Investor Alignment: providing transparent reporting and deliverables that inform decision-making by shareholders, funding authorities, and potential off-take partners.
The scope therefore ensures that the pilot plant is not an isolated demonstration, but a structured enabler for scaling towards a FOAK facility that can operate at industrial scale and support the broader energy transition.

1.3 Key Success Criteria (TRL6, product acceptance, FOAK readiness)

The success of the pilot plant will be measured against a set of technical, operational, and strategic criteria that ensure the project delivers validated outcomes for scale-up. These criteria are designed to confirm that the technology, product, and organization are ready for transition to a FOAK commercial facility.

Technology Readiness (TRL6):
Demonstration of the full hydrometallurgical process at pilot scale under continuous operation.
Validation of process stability, reproducibility, and scalability.
Generation of robust datasets for process design and FOAK engineering.
Product Acceptance:
Successful production of vanadium electrolyte meeting international quality standards (battery-grade).
Independent validation of product quality by offtake partners, battery manufacturers, and research institutions.
Completion of customer qualification programs and positive market feedback on performance.
FOAK Readiness:
Integration of pilot plant data into FOAK feasibility studies, enabling reliable CAPEX/OPEX projections.
Establishment of permitting and compliance pathways aligned with Dutch and EU regulations.
Confirmation of feedstock availability, chemical supply security, and logistical strategies.
Investor and subsidy authority confidence through transparent reporting, risk management, and deliverable mapping.

Overall, success is defined by achieving TRL6, securing customer and market validation of the product, and providing a fully evidenced foundation for FOAK readiness.









2. Governance & Organisation
Goal: Supports all goals
2.1 Organisationchart, Roles & Responsibilities

We need to add a org chart and description of the different roles. 

2.2 Stakeholder Interfaces & Decision-making Framework

Phoenix Metals Management (CxO / Board) – Provides strategic oversight, approves budgets, and ensures alignment with FOAK feasibility and business objectives.
Project Management Team (PMT) – Coordinates day-to-day execution, integrates reports from workstreams, manages risks, and escalates when required.
Workstream Leads (Engineering, HSE, QA/QC, Operations) – Manage delivery within their scope, identify risks, and provide weekly updates.
External Engineering & Technology Partners – Deliver design packages, process validation, and technical expertise feeding into FOAK readiness.
Feedstock & Chemical Suppliers – Secure reliable inputs, logistics, and provide quality documentation.
Customers & Offtake Partners – Validate product quality through demonstration and qualification programs.
Regulatory Authorities & Subsidy Bodies (Omgevingsdienst, RVO, JTF) – Monitor compliance and validate milestone deliverables.
Investors & Funding Partners – Receive consolidated reporting to monitor financial health, risk management, and FOAK alignment.


2.3 Reporting & Escalation (for Project)

Reporting underpins the decision-making framework by ensuring timely, consistent, and evidence-based communication:
Daily: Start work talk
Weekly: Workstream reports consolidated by Project Manager into PMT meetings.
Bi-Weekly: PMT reviews integration of progress, risks, and deliverables.
Monthly: Management review including budget, risks, and FOAK readiness alignment.
Quarterly: Investor and subsidy reporting aligned to milestone packages (JTF, PNH, WBSO).
This structured framework ensures that decisions are transparent, risks are proactively managed, and all stakeholders remain aligned on the pathway from pilot execution to FOAK feasibility.

3. Process Design Verification & Trials Plan (by Vas and Luuk)
Goal: Process Design
3.1 Basis of Design (BOD)
3.2 Demo run strategy
3.3 Verification approach
4. Scaling & Technology Development Plan
Goal: Obtain TRL6
4.1 Pilot test program (objectives, KPIs)
4.2 Scaling to FOAK concept
4.3 Data capture & validation
5. Technology Selection Plan
Goal: Electrolyte Technology Selection
5.1 Technology Requirements
5.2 Selection Plan
5.3 FOAK Technology Evaluation Criteria

Battery Demonstration Plan
Goal: Battery Demonstration
6.1 Demonstration program
6.2 Customer qualification tests
6.3 Offtake partner involvement
7. Product-Market Fit Plan
Goal: Secondary Product Validation
7.1 Market scan & customer feedback loops
7.2 Integration with R&D & product design
7.3 Pricing and business case impact








8. Feedstock Supply Plan
Goal: Secure Feedstock
8.1 Primary supply (TATA) negotiation and security
Steel Slag Supply & Logistics
Secure agreement with Tata Steel (responsible department to be confirmed).
Clarify onboarding requirements (customer status, contracts, compliance).
Define delivery format (likely big bags), transport responsibility, and receiving logistics at Phoenix.
Grinding & Particle Size Preparation
Identify particle size Tata can supply.
Contract local grinding partner(s) capable of <75 µm.
Decide on delivery route: direct to grinder or via Phoenix.
Macro Samples Exchange
Tata to receive macro samples (Ca, Fe, Mg) for testing.
Phoenix to arrange transport (e.g., 25L drums) unless otherwise agreed.
Confirm onboarding, agreements, and test program duration with Tata.
FOAK Steel Slag Supply (100,000 MTPA)
Initiate gate fee negotiations with Tata.
Draft term sheet and supply agreement (template to be provided by Tata if available).
Define which Tata department signs the agreement.
Integrate expected volumes of future EAF slag (incl. DRI-EAF trials planned for 2026) into scale-up plans.
Forecast EAF slag availability from 2030.
FOAK Products (Ca, Fe, Mg)
Confirm pricing mechanisms per product.
Establish term sheets after successful macro trials.
Negotiate and sign sales agreements with the relevant Tata department.
Communication & PR
Align public communication strategy and approvals with Tata’s designated contact.

8.2 Logistics, quality & sampling strategy, pre-process strategy
8.3 Secondary supply option development

9. Feedstock Development Plan
Goal: Secondary Slag R&D
Potential suppliers of steel slags: 
Steelmakers (direct slag sources)
Netherlands
Tata Steel Nederland – IJmuiden integrated works (BF/BOF; moving toward EAF/DRI).
Belgium
ArcelorMittal Gent – integrated works.
Germany
thyssenkrupp Steel Europe – Duisburg integrated works.
Salzgitter Flachstahl – Salzgitter integrated works.
Dillinger / ROGESA – Dillingen integrated works (linked with Saarstahl).
HKM – Hüttenwerke Krupp Mannesmann, Duisburg.
Saarstahl – Saar region.
Austria
voestalpine – Linz integrated works (BF/BOF; EAF project underway). (TESTED)
Slovakia
U. S. Steel Košice – integrated works.
Romania
LIBERTY Galați – integrated works.
United Kingdom
British Steel – Scunthorpe integrated works.
CELSA Steel UK – Cardiff (EAF).

Italy
Acciaierie d’Italia (ex-ILVA) – Taranto integrated works.
Acciaieria Arvedi – Cremona (EAF).
Feralpi – Lonato del Garda (EAF).
AFV Acciaierie Beltrame – Vicenza (EAF).
Spain & Portugal
ArcelorMittal Asturias – Gijón integrated works.
Sidenor – Basauri (EAF special steels).
MEGASA / SN Seixal – Seixal, Portugal (EAF).
Nordics (stainless & carbon)
Outokumpu – Tornio stainless & ferrochrome complex.
Acerinox Europa – Los Barrios stainless (EAF).
SSAB – Luleå and Oxelösund (transitioning from BF/BOF to EAF).
Mill-Service Firms, Traders & Brokers
Harsco Environmental (Enviri) – slag management, processing & aggregate sales.
TMS International (incl. Stein) – slag handling and marketing, multi-site in Europe.
Phoenix Services (part of SunCoke Energy) – slag processing and metal recovery.
Edw. C. Levy Co. – slag processing and marketing, international presence.
CALA Aufbereitungstechnik (Germany) – slag processing engineering/flowsheets.
Geocycle (Holcim Group) – by-product valorization and co-processing.
9.1 R&D roadmap for other slags

Input from VAS

9.2 Test program & scale-up approach

Input from VAS


10. Chemical Supply Plan
Goal: Secure Chemical Supply
10.1 Chemical sourcing strategy


10.2 Supplier qualification & logistics
Supplier Selection
Focus on Tier-1 European suppliers with consistent quality and REACH compliance.
Preference for framework contracts (1–2 years) to ensure stable pricing and guaranteed availability.
Potential Suppliers
Sulfuric Acid: Aurubis (DE), Boliden (SE), Kemira (FI), BASF (DE).Tricon
Sodium Carbonate: Solvay (BE/FR), Ciner (NL distribution), Tata Chemicals.
Activated Carbon: Cabot Norit (NL), Jacobi Carbons.
Water: PWN (Noord-Holland), or onsite demin system.

Logistics
Bulk acids by road tanker with local storage (30–50 m³ tanks).
Solids (Na₂CO₃, Ca(OH)₂) in big bags / silo delivery.
Oxidants & additives (H₂O₂, flocculants, activated carbon) in IBC or drums.
Safety & Compliance
Suppliers must provide Safety Data Sheets (SDS) and comply with Seveso/PGS thresholds.
Onsite storage design to be coordinated with Arcadis & OD.
11. IP Strategy & Protection Plan
Goal: Secure IP
11.1 Patent filings & protection
11.2 Trade secret management
11.3 FTO monitoring
12. FOAK Requirements Development Plan
Goal: Secure land options FOAK
12.1 Establishment of FOAK requirements (Power, services, footprint)
12.2 Site selection criteria
12.3 Permitting requirements
12.4 Land Acquisition Strategy
13. FOAK Feasibility Plan
Goal: FOAK Business Case Validated
13.1 CAPEX/OPEX projections
13.2 Scale-up basis of design
13.3 Integration of pilot data into FOAK case
14. Organizational Development Plan
Goal: Org. Procedures & Processes
14.1 Governance & procedures

The purpose of this plan is to ensure that Phoenix Metals establishes the rightgovernance,structure, and supporting documentation to execute and control the Pilot Plant project effectively, and to prepare for the FOAK scale-up.
1. Governance & Oversight
Project Steering Committee – ultimate oversight, decision-making authority.
Project Manager (PEP owner) – day-to-day leadership, accountability for scope, schedule, budget, and quality.
Functional Leads – Engineering, Procurement, HSSE, Operations, Finance, reporting into the PM.
External Advisors / Partners – provide technical validation, compliance input, and investor confidence.

2. Core Procedures to Establish

Project Execution Procedures (PEP, PQP, HSSE Plan, Risk Register).
Change & Decision Management (change control, escalation, approvals).
Procurement & Contracting (supplier pre-qualification, EU procurement compliance, contract templates).
Quality & HSSE Systems (ISO 9001, ISO 14001, ISO 45001 aligned).
Financial Governance (budget control, reporting lines, authorization levels).
Operational Readiness (staffing plan, training, commissioning protocols).

3. Key Documents to Prepare
Project Quality Plan (PQP)
HSSE Management Plan
Risk Register & Mitigation Plan
Procurement Strategy & Vendor List
Communication & Reporting Plan
Construction Management Plan
Commissioning & Handover Procedures
Document Control & Archiving Procedure

14.2 HR, QA, procurement, HSE systems
To be developed
14.3 Milestones to FOAK readiness
To be developed 

15. O&M and Skills Development Plan
Goal: O&M & Skills Program
1. Operational Governance
Plant Manager – overall responsibility for safe operations.
Operations Supervisor – daily shift and operator coordination.
Maintenance Supervisor – preventive & corrective maintenance, scheduling.
E&I Responsible Person (Verantwoordelijke Elektrische Installaties as per NEN 3140/NEN 1010).
HSSE Coordinator – ensures compliance with BRZO, PGS, and Dutch labour law.
2. O&M Procedures
Preventive Maintenance Program – aligned with OEM requirements, SAP/CMMS system.
Corrective Maintenance Process – escalation and spare parts control.
Permit to Work & Lock-Out/Tag-Out – in line with NEN 3140.
Emergency Response & Drills – aligned with BRZO 2015 and local fire brigade requirements.
Shift Handover & Daily Logs – structured reporting and escalation.
Training & Competence Management – certifications and refresher courses tracked.
3. Critical Skills & Roles
E&I Responsible Person – qualified per NEN 3140/NEN 1010 for electrical safety.(external)
Process Operator(s) – trained in hydrometallurgical processes, hazardous chemical handling (PGS-guidelines). (internal)
Mechanical Technician – expertise in pumps, piping, and rotating equipment.
Instrumentation & Control Technician – calibration and maintenance of sensors, flowmeters, and control loops. (external)
HSSE Officer – BRZO, ATEX, and PGS compliance knowledge. (external) 
Lab/Quality Analyst – ensures quality meets specification.
4. O&M Key Documents
O&M Manual
Maintenance & Inspection Plan (MIP)
Training & Competence Matrix
Emergency Response Plan (ERP)
Permit-to-Work Procedures
Spare Parts & Critical Equipment List
15.1 O&M strategy
15.2 Operator training programs
15.3 Long-term skills roadmap
16. Quality Assurance & Control Plan
Goal: Supports all goals
16.1 QA/QC framework for pilot operations
QC/QA Framework for the Pilot Plant (Lean Approach)
The Phoenix Metals Pilot Plant requires a fit-for-purpose quality framework: clear responsibilities, basic procedures, and documented evidence. The goal is to ensure safe and consistent operation, build investor and partner confidence, and create a foundation for scale-up, without the complexity of full ISO certification.

1. Quality Assurance (QA) – “System and Prevention”
Governance nominate a QA/QC Responsible Person (can be combined with HSSE or Operations).
Document Control – simple folder structure with version-controlled procedures (SOPs, work instructions, safety rules).
Document numbering system is in place
Supplier Checks – keep a supplier file with contracts, specifications, and certificates of delivered materials.
Change Management – any change to equipment, process, or procedure must be logged in a simple change form and approved by the Project Manager.
Training Records – maintain a competence matrix with who is trained on which SOP or safety instruction.
Internal Reviews – monthly QA review meeting to check deviations, incidents, and improvement actions.
2. Quality Control (QC) – “Execution and Verification”
Incoming Materials – check delivery notes, visual inspection, and (where critical) simple sample tests for slag, chemicals, and consumables.
In-Process Checks – daily operator log of key process parameters (e.g. pH, temperature, vanadium concentration).
Final Product – each batch of electrolyte tested in the lab for concentration and clarity; basic results filed with a batch record.
Non-Conformances – log deviations (material not to spec, process upset, equipment failure). Each entry gets: description, responsible, corrective action, closure date.
Calibration & Equipment Care – maintain a simple list of instruments with due dates for calibration or functional checks.
3. Roles & Responsibilities
QA/QC Responsible – maintains framework, collects records, follows up on non-conformances.
Operators – fill in logbooks, follow SOPs, report deviations.
Lab Technician – performs product and sample testing, files results.
Maintenance/E&I Technician – ensures instruments and critical equipment are functional.
Project/Plant Manager – final approval of corrective actions and changes.
4. Key Documents & Tools (Lean Set)
Pilot Plant Quality Plan (this document).
SOPs / Work Instructions (operation, sampling, maintenance, safety-critical steps).
Logbooks & Checklists (daily checks, shift handover, batch records).
Change Form (for process/equipment updates).
Deviation/Non-Conformance Log (Excel-based is enough).
Competence Matrix (simple table for skills & training).
Supplier File (contracts, specifications, certificates).

16.2 Sampling and testing protocols (by R&D team)
17. HSE & Permitting Plan
Goal: Supports all goals
17.1 Safety risk assessments
Seveso compliance scan



17.2 By-product and waste handling strategy
17.3 Environmental compliance monitoring plan (DNSH, emissions)
17.4 Permitting roadmap

Haalbaarheidsstudie De door Phoenix Metals beoogde exploitatie van de locatie valt niet zonder meer onder deze definitie, waardoor de pilot plant op deze locatie mogelijk strijdig is met het omgevingsplan. Een project dat strijdig is met het bestemmingsplan kan worden toegestaan door middel van de zogenaamde buitenplanse omgevingsplanactiviteit (bopa).

Phoenix Metals wil gebruik maken van een hydrometallurgisch proces om nuttige materialen terug te winnen uitstaalslakken. Dit proces wordt uitgevoerd in een pilot plant en zal niet het karakter hebben van fabricage dat opindustriële schaal wordt uitgevoerd.Hiermee komt de milieubelastende activiteit “Opslag- en transportbedrijf, groothandel en containerterminal”, beschreven in artikel 3.285 Bal, het meest overeen met de geplande bedrijfsactiviteiten. Echter, aangezien de
aanwijzing van de vergunningplichtige gevallen onder deze activiteit, beschreven in artikel 3.286, zo gedetailleerd is, kan zekerheid over het wel of niet gelden van een vergunningplicht nog niet worden geboden. Mogelijk zal een vergunningplicht gelden voor de opslag van gevaarlijk stoffen of voor andere activiteiten met gevaarlijke stoffen. Gemeente is hierbij bevoegd gezag. Voor de aanvraag van een dergelijke vergunning geldt de standaardprocedure waarvoor een proceduretijd van 8 weken staat. Deze kan door bevoegd gezag met 6 weken verlengd worden. 

Voor fabricageprocessen met een industrieel karakter moet gekeken worden of ze onder de werkingssfeer van de Richtlijn industriële emissies (Rie) vallen. Indien dit het geval is zal een vergunning benodigd zijn volgens artikel 3.73, lid 1 van het Besluit activiteiten leefomgeving (Bal) aangezien het proces als milieubelastende activiteit wordt aangewezen in artikel 3.72, lid 1, onder b. De van toepassing zijnde categorie uit de Rie is 4.2 d): de fabricage van anorganisch-chemische producten, zoals (…) zouten, zoals ammoniumchloride, kaliumchloraat, kaliumcarbonaat, natriumcarbonaat, perboraat, zilvernitraat, (…). Voor de aanvraag van deze vergunning geldt de uitgebreide procedure waarvoor een proceduretijd van 6 maanden staat die door bevoegd gezag met 6 weken verlengd kan worden. Het bevoegd gezag is hierbij de provincie. Bij het aanvragen van een vergunning voor deze activiteit horen strengere aanvraagvereisten, onder andere door de verplichte toetsing van Europese BBT richtlijnen.

Een definitie van “fabricage op industriële schaal” wordt niet gegeven in de Rie. In de bepaling van het toepassingsgebied in artikel 2 van de Rie wordt echter wel specifiek gezegd dat de Richtlijn niet van toepassing is op “onderzoeksactiviteiten, ontwikkelingsactiviteiten of het testen van nieuwe producten en processen”. Daarmee is het opereren van een pilot plant dus uitgezonderd van de Rie. Echter, aangezien de pilot plant niet op kleine schaal zal opereren, en aangezien de uiteindelijke gewonnen materialen op de markt wordt aangeboden, kan discussie ontstaan over de mogelijkheid dat toch fabricage op industriële schaal plaatsvindt.

Specifiek gevaarlijke stoffen:
gedeeltelijke Seveso toets uitgevoerd door Arcadis. Risico’s voor het bereiken van de Seveso-drempel zijn de aanwezigheid van vanadium (V) oxide, welke valt onder gevarencategorie H2 “acuut toxisch - categorie 2, alle blootstellingsroutes”. Hiervoor geldt een lagedrempelwaarde van 50 ton.
Phoenix metal verwacht jaarlijks tussen 80 en 120 ton staalslakken te gaan verwerken in de pilot plant. Er zal in een
jaar tijd niet genoeg vanadium geproduceerd worden om de lagedrempelwaarde te overschrijden. Ook zal deze
hoeveelheid niet worden opgeslagen op de locatie van de pilot plant.
Het overschrijden van een Seveso-drempel betekent zonder uitzondering een vergunningplicht waarvoor de
uitgebreide procedure geldt. Daarnaast moet een Seveso-inrichting een periodiek onderzoek doen naar de
veiligheidsrisico’s van de inrichting en een preventiebeleid opstellen en regelmatig actualiseren. Een
hogedrempelinrichting moet daarnaast een veiligheidsrapport met uitgebreide scenariobeschrijving opstellen, een
intern noodplan hanteren, en een actuele stoffenlijst kunnen laten zien. Het overschrijden van een Seveso-drempel
betekent daarmee een zware administratieve last.

18. Risk Management Plan
Goal: Supports all goals

18.1 Pilot risks (technical, financial, regulatory)
18.2 FOAK transition risks



18.3 Mitigation strategies

19. Project Controls
Goal: Supports all goals
19.1 Schedule & Milestones (Gantt)
19.2 Project Budget, Cost Control & Reporting
19.3 Document Control Management
19.4 Data management & knowledge transfer for FOAK (define datarooms: investor, internal exco, R&D, general)
19.5 Change & Configuration Management
20. Communication & Stakeholder Engagement
Goal: Supports all goals
20.1 Internal reporting (CxO, PMT)
20.2 Subsidy authority reporting (JTF, PNH, WBSO)
20.3 Investor & external communications
20.4 Deliverable Mapping to Subsidy Milestones (JTF, PNH, WBSO)



Role | Responsibilities | Financial Authorization Level
Board of Directors
(Phoenix Metals Holding B.V.) | Approve overall strategy, FOAK transition readiness, major capital decisions, investor agreements. | > €100,000 or strategiccommitments (equity, long-term contracts, land acquisition).
Chief Executive Officer (CEO) | Strategic leadership, external stakeholder engagement (investors, authorities, partners), subsidy authority relations. | Up to €50,000 (aligned with Board-approved budgets).
Chief Operations Officer (COO / Project Director) | Day-to-day leadership of the pilot project, resource allocation, operational risk management, reporting to CEO/Board. | Up to €25,000 within approved project budget.
Project Management Team (PMT) | Integration of workstreams (Engineering, HSE, QA, Operations), milestone tracking, tactical decisions, escalation when required. | Up to €10,000 (collective approval; COO endorsement required for upper range).
Workstream Leads (Engineering, HSE, QA/QC, Operations) | Delivery of scope elements, technical integrity, compliance, supplier engagement, identification of risks. | Up to €2.500 for operational expenses, consumables, or minor service contracts.
Finance Manager / Controller | Budget control, cost tracking, subsidy claim preparation, investor reporting. | Co-signing authority for all payments > €5000 to ensure compliance.
External Engineering & Technology Partners | Delivery of engineering packages, technical trials, validation data. | No financial authority (paid via contract milestones approved by COO/PMT).
Chemical | Function in Process | Estimated Annual Volume (Pilot ~1,500 t slag feed) | Notes
Sulfuric Acid (H₂SO₄, 96–98%) | Primary leachant for slag dissolution | 1,200 – 1,500 tonnes | Delivered bulk (IBC or road tanker); REACH registered
Sodium Carbonate (Na₂CO₃) | Neutralization, vanadium precipitation | 250 – 300 tonnes | Sourced as soda ash dense/light
Calcium Hydroxide / Lime (Ca(OH)₂) | pH adjustment, neutralization of effluents | 300 – 400 tonnes | Available from local lime plants
Water (demineralized) | Leaching medium, process water | ~15,000 – 20,000 m³ | From municipal or onsite treatment
Risk Area | Pilot Focus | FOAK Requirement | Risk if Not Mitigated | Mitigation/Decision Gate
Technical Performance | Validate process parameters, product quality, lab tests | Demonstrated stable operation at target throughput | Process failure at scale | TRL6 achieved, KPIs met in 3+ continuous runs
Operations &O&M | Train operators, test SOPs, establish QC/QA framework | 24/7 operations with trained staff, redundancy built | Safety/environmental incidents | Competence matrix complete, emergency drills
Supply Chain | Secure slag & chemical supply for pilot volumes | Long-term contracts with multiple feedstock sources | Feedstock shortage | Signed offtake agreements with ≥2 suppliers
Permitting & Compliance | Pilot under local permits, test PGS/BRZO thresholds | FOAK subject to Seveso/BRZO, full EIA required | Regulatory delays | Early engagement with OD, Arcadis, regulators
Financial | Low CAPEX/OPEX pilot budget, short payback | FOAK > €80m CAPEX, requires project financing | Investor pull-out | Investor decision gate after pilot validation
Stakeholder Confidence | Demonstrate proof of concept, safe operation | Community, regulator, and investor trust in FOAK | Social license risk | Publish pilot results, stakeholder engagement