Government must know green hydrogen is a dead parrot

So the experts in the public sector have been unable or unwilling to disabuse Climate Change and Energy Minister Chris Bowen and Anthony Albanese of the problems with green hydrogen (“Green hydrogen gone the way of the Norwegian Blue”, 11/2).

Instead, it has taken the hard-headed realists of the private sector to drive home the message by refusing to invest their hard-earned. It raises two pretty fundamental questions for our energy future. First, how much weight can be given to the Bowen-commissioned CSIRO expert report comparing the costs of nuclear power with renewables; and second, why not simply allow the market to decide if nuclear is viable, as it has with hydrogen?

A third question is what should be done with the public servants who serve their masters and causes rather than the public good.

Andrew Lake, Edwardstown, SA

David Pearl claims “the Paris climate change agreement (is) now dead” (“Tariffs loom, but Dutton, Albanese duck the challenge”, 11/2).

The latest report from BloombergNEF, Energy Transition Investment Trends 2025, shows investment in the global energy transition exceeded $US2 trillion in 2024. And speaking at the AI Action Summit this week, French President Emmanuel Macron said, “Here there is no need to drill. It’s ‘plug, baby, plug’. Electricity is available, you can plug (it in), it’s ready.” Vive la difference!

Karen Lamb, Geelong, Vic

Closing the gap

I listened to Anthony Albanese speak about his plan for “closing the gap” (“ALP bid to make remote communities work”, 10/2).

I have got a question: where has all the federal assistance money gone? Projects must have been planned in the past but what has been achieved for these Northern Territory Aboriginal communities?

Here are a few suggestions that should have been achieved in the past in each township: a bus service established between communities; a large gymnasium for exercise and community events; a studio built as a gathering place for artists; a covered town swimming pool and native garden park nearby.

Also these facilities: underground concrete tanks for storage of water; a large town generator for electricity generation for airconditioning of houses; a loan assistance from Centrelink to pay off each dwelling so it can be passed later to family members, mortgage free; food vouchers given to apprentices; all roads sealed with kerbing and lined with native trees; a green oval planted with sprinklers and grandstand and club room; paved and covered courtyard at local schools.

And these facilities: student lessons made available for young people to learn how to drive a car and how to purchase a car; continued health professionals’ visits to communities; and consultation with all Aboriginal people, with a survey of what they want to see built across the next five years in their communities.

All of these resources should have been established and built years ago.

So if they aren’t there, where did all the money go?

Pauline Nicholson, Golden Grove, SA

Koonalda stalemate

Do we have an Australian Elon Musk?

The story on the Koonalda Cave in South Australia is an example of where we are with bureaucracy and our spending priorities (“Cultural standoff risks art turning to rubble”, 11/2).

Basically, the cave has important art that needs research and work to survive. Not a big deal, you would think. There are many organisations involved and the Australian Heritage Commission also chipped in $400,000 to secure the site.

Despite the cost of all the people involved, there has been no resolution in more than two years. This may not be an isolated case. An audit of all the quangos in government would be illuminating.

John Hill, Willoughby, NSW

Return to work

The article by Eli Greenblat setting out the push by several major retail and non-retail companies to get staff to return to work at least three days a week seems reasonable (“Woolies CEO calls staff back to the office”, 11/2).

What is not highlighted is the continuing high level of Covid-19 in the community. It is all very well for senior staff in these companies to make these operational rules but surely with the communication skills that are now available to companies such across-the-board rules are not required. I wonder how many of these managers have experienced the severe effects of the virus on themselves, their families or work colleagues.

This virus is still causing many individuals and their families significant health and financial issues. It is up to managers to manage their operations so staff are not exposed to unacceptable health risks.

John Houghton, The Gap, Qld