4. Implementation and monitoring
The final phase focuses on ensuring the effective execution of planned measures while maintaining the flexibility to adapt to emerging challenges. For green hydrogen, this includes managing the deployment of infrastructure, adjusting production levels as needed, and continuously monitoring system performance.
Identification and engaging stakeholders from government, industry, and academia.
The first step in setting up a Hydrogen Strategy and Action Plan involves identifying and engaging stakeholders from government, industry, and academia. These may include renewable energy producers, hydrogen electrolyzer manufacturers, transport infrastructure operators, and end users in the industrial and mobility sectors. As regions consolidate their investments, they must navigate a complex landscape of stakeholders from various projects that may align, diverge, or even conflict with one another. This highlights the critical role of regional actors and public authorities in harmonizing, managing, and integrating these activities into cohesive regional strategies, planning, and development efforts. However, regional players often lack the capacity, expertise, strategy, processes, and necessary information to adopt this role effectively, particularly when it comes to understanding the broader context, such as the horizontal integration of planning. This refers to how a region’s plans and activities align with those of neighboring or cross-border regions. To address these challenges, Chapter 4.1 provides detailed guidance on stakeholder engagement strategies to ensure a successful and inclusive planning process.
Analysis of regional framework to establish a strong foundation for developing a hydrogen strategy.
The next step in the process involves analyzing the regional framework to establish a strong foundation for developing a hydrogen strategy. Key topics to address include hydrogen production, storage, distribution, demand, the existing hydrogen-related infrastructure, and national and regional governance targets. Regions should carefully define their current status, as this is crucial for effective planning. Various approaches can be used to conduct this analysis, one of which is detailed in Chapter 4.2. This chapter outlines fields of action, explains their relevance, and provides guiding questions for regions to consider and discuss. This framework is flexible and can be tailored to each region’s specific context, as not all aspects will carry the same weight in every case. If sufficient capacity and expertise are available, the initial analysis can be further enriched by developing scenarios to explore potential future pathways. A scenario-based approach allows regions to model various possibilities, considering factors such as renewable energy capacity, technological advancements, and projected hydrogen demand. By collaboratively evaluating these scenarios, stakeholders can build a shared understanding of the opportunities and challenges ahead, providing a solid foundation for a well-coordinated strategy.
Organization of nitial kick-off workshop
The final step of the first phase is to conduct an initial kick-off workshop, bringing together the identified stakeholders to share knowledge, brainstorm ideas, identify resources, and allocate initial responsibilities. Careful preparation is essential, and regions have the flexibility to tailor the workshop’s content to their specific needs. A possible structure could begin with one or more thematic presentations, offering an overview of the results from the first analysis or highlighting key aspects of the regional hydrogen economy and value chain. Subsequently, a discussion can be held to gather stakeholder input on regional needs, production opportunities, new projects, and infrastructure development. This structured approach encourages targeted and collaborative dialogue, ensuring that all participants are aligned and invested in the process from the outset.