RH2INE
From a public program to shared ownership
RH2INE was established to develop a hydrogen-based, zero-emission transportation corridor along the Rhine. This required not only technology, but also collaboration on infrastructure, standardization, business cases, and international governance.
Aristoi initially supported the program in the areas of international positioning and stakeholder management, and in the final phase temporarily took over program management. The assignment: to ensure that South Holland could step back from its leading role and that the program could be transferred administratively, contractually, and operationally.
From network development to governance, ownership, and actual transfer.
OPDRACHTGEVER
Province of South Holland
PERIODE
2023–2024
ROL
International Communications Manager → Interim Program Manager
FOCUS
Governance · Ownership · Transition
The Challenge: A Transition Without a Clear Leader
RH2INE had to both help develop a market and reorganize itself as an international program. Technology, infrastructure, business cases, and governance were all interdependent.
1. Standardization
Dutch and German parties did not automatically rely on the same technical solutions. Scaling up therefore also required agreement on standards and interoperability.
2. Infrastructure
Without sufficient hydrogen refueling infrastructure, there will be little demand for ships. Without sufficient ships, there is no business case for infrastructure.
3. Business Case
Economic feasibility depended on factors that influenced one another: hydrogen availability, infrastructure, fleet development, regulations, and willingness to invest.
4. Ownership
The program had been developed by public-sector initiators, but ultimately needed to be supported by a broader coalition—without it being clear who was actually able and willing to take it on.
The challenge was therefore twofold: to help organize a new market and to design a program that could continue without its original leaders.
From Positioning to Program Accountability
Aristoi’s role evolved as the project progressed. What began with international positioning and stakeholder management shifted in the final phase to program coordination, governance, and the actual transfer of ownership.
1. International positioning of
: Together with German partners, we further developed the brand, website, and international communications, and raised the profile of RH2INE through events and administrative activities.
2. Stakeholder alignment
Connecting public and private partners, managing expectations, and ensuring that not only were new relationships built, but that existing partners also remained involved in the network’s development.
3. Interim Program Management
In the past six months, I have taken over program coordination with a clear mandate: to end South Holland’s leading role and organize a smooth transition.
4. Governance & Ownership Transfer
Design a new governance structure, redefine the steering committee and responsibilities, draw up a transfer roadmap, and organize the contractual and operational transition to a new institutional entity.
The mission thus shifted from articulating an international ambition to establishing the conditions under which that ambition could continue without its original driving force.
Letting go is also a design question
Transferring a program involves more than just designating a new organization. Responsibility, funding, influence, and expectations must all be redesigned at the same time.
From Initiator to Partner
The role of South Holland changed fundamentally: from an annual commitment of approximately €250,000 during the initiation phase to a contribution model of €25,000 per year. The province remained involved, but with a fundamentally different set of responsibilities.
90% core, 10% customization
For the new model, a scalable agreement was developed that established a common framework for governance, responsibilities, partner rights, and funding—with limited scope for customization by each partner. This made it possible to accommodate international differences without undermining the joint structure.
From Intention to Transfer
The exit was solidified both administratively and practically: governance and roadmap, joint coordination with North Rhine-Westphalia, contracting, and the transfer of the website, communication assets, and program resources. The public transfer ceremony also made it clear that a new phase was truly beginning.
Ultimately, transferring ownership also means having the courage to let go: the new organization must be given the freedom to further shape the program on its own.
What RH2INE Teaches
RH2INE demonstrates that building a network is not the same as institutionalizing it. Growth in the number of partners and visibility is not enough if ownership, funding, and responsibilities do not grow along with it.
A sustainable next phase therefore requires explicit decisions regarding governance, commitment, contracting, and handover —as well as a realistic assessment of which organization can actually carry the program forward.
The RH2INE project demonstrates how Aristoi brings together international coalitions, administrative interests, and feasibility —from positioning to actual transfer.
Are you working on a program that needs to expand, become independent, or change ownership?