This work analyses the implementation challenges of a pilot project for hydrogen Fuel Cell Electric Trucks (FCETs) led by Uruguay’s national oil company, ANCAP. It aims to identify critical social, technical, economic, and organizational risks that may affect project success, while proposing mitigation strategies to inform tender processes and contractual design. The focus is on ANCAP’s strategic role in Uruguay’s decarbonization, particularly within heavy-duty transport sector.
A case study approach was applied, based on the VERNE project (Uruguay’s first hydrogen mobility pilot). Data was gathered through literature review and an expert interview and analyzed via thematic coding using PESTEL and organizational frameworks. Risks were evaluated by likelihood and impact, mapped across project phases, and assigned to responsible actors (ANCAP or the third-party contractor).
Findings reveal that risks are heavily concentrated in early implementation stages, particularly during tender preparation, and are highly interdependent. Key mitigation strategies (such as flexible procurement, early stakeholder engagement, and strong internal governance) can address multiple risk categories simultaneously. Organizational rigidity and political uncertainty are among the most critical risks.
This study introduces a structured, phase-based risk framework for hydrogen FCEV pilots, offering actionable insights for national energy companies entering early-stage hydrogen projects under regulated procurement conditions.