Connected Strategy for Hydrogen Value Chain ^ Top ^ 7 mile basis to logistics providers. Vehicle connectivity combined with data analytics are driving an improvement in fleet efficiency, reducing fuel consumption and CO2 emissions for improved carbon performance. This pay per-mile fee is part of a subscription program for fleets where a “turnkey virtual driver” works across an autonomous freight network. “The connected truck-as-a-service” market will continue to grow and is anticipated to surpass $99.2 billion. Over time growing partnerships and unique interface architecture has the potential to bring several of these skills to be locked in a platform-based business model. Such platforms will facilitate purposeful collaboration and generate additional value for participants in the trucking ecosystem. The ability for companies to quickly engage in platforms is a benefit as such platforms will create integrated environments that support and enable ecosystems to operate. As we look toward the future, we see that fleet platforms will continue to grow, and data and asset platforms will become more relevant to create customized experiences with customers. Autonomous technology companies will support logistics providers to take advantage of the huge amounts of data accessible to them to tailor such customer experiences. Hydrogen produced from renewable electricity through electrolysis can be used as a medium for low carbon energy storage. It can be distributed to users in re-purposed natural gas grids and in the case of autonomous trucks reacted in fuel cells to generate electricity. Hydrogen can also be stored as energy on a large scale and for the long term (i.e., seasonal storage), reduce the curtailment of variable renewable energy (VRE), decarbonize the industry sectors through sector coupling strategies, replace “grey” hydrogen made from natural gas in certain industrial processes. Connected digital technologies such as IOTs, AI, robotic process automation and cloud computing are de-risking adoption and enabling faster and better scale-up and optimization of the hydrogen in the power sector. These technologies are facilitating new models, such as virtual power plants (VPPs), based on bilateral power exchange and increased roles for consumers and third parties to provide energy, capacity and flexibility services that were once the exclusive domain of utilities. While these trends are changing paradigms, unlocking system flexibility for a high share of VRE penetration, they are also changing the roles and responsibilities of actors and opening doors to new entrants in the power sector. Consumers are transitioning from being passive, captive actors into active players in the energy transition. Consumers can now generate, trade and store electricity and provide services to the grid, thereby converting to prosumers. For the existing and new energy and utility companies (E&U), the disruption caused by this transition across the value chain is shifting the paradigms for investments, requiring new skills, and ways of thinking: